Conference 7.286::digital

From:	MLMAIL::MLMAIL::MRGATE::"PNDVUEA1::STRECKER.BILL" 29-OCT-1993 11:31:23.80
To:	@Distribution_List
CC:	
Subj:	TUITION REIMBURSEMENT FREEZE                                           2

From:	NAME: Bill Strecker @MLO            
	FUNC: VP Engineering                  
	TEL: 223-3726                         <STRECKER.BILL AT PNDVUEA1 at MLMAIL at MLO>
To:     See Below




From:	NAME: Dick Farrahar                 
	FUNC: Human Resources                 
	TEL: 223-7738                         <FARRAHAR.DICK AT PNDVUEA1 at MLMAIL at MLO>
Date:	29-Oct-1993
Posted-date: 29-Oct-1993
Precedence: 1
Subject: TUITION REIMBURSEMENT FREEZE                                           2
To:     See Below


  As part of a comprehensive review by SLT of the total investment the 
  Company wants to make in Development & Learning, we looked at tuition 
  reimbursement as one of the categories we need to address.  We reaffirmed 
  that our Development & Learning focus for this fiscal year needs to be on 
  our key business priorities, with training for our Sales, Multivendor 
  Customer Service, and Digital Consulting employees, our Engineers, as well 
  as ensuring managers understand the performance management process.  We will 
  continue to assess and review all the Development & Learning priorities; 
  however, we know already that as we finalize our investment decisions this 
  year, there are also areas we need to cut.  Some cuts will be permanent, 
  addressing redundancies and infrastructure.  Other cuts will be temporary, 
  allowing us to spend only on our most critical needs for this fiscal year.  
  As we re-engineer the work of Development & Learning, we should realize a 
  much higher return on the investment we make, which in turn will free up 
  funds for areas we know we want to continue to invest in for the long term.  
  One of these areas is tuition reimbursement, specifically, the college 
  degree program.  
  
  Effective immediately, we will freeze any further spending for college 
  degree tuition reimbursement for both undergraduate and graduate programs.  
  All approved courses in which an employee is already enrolled will remain 
  covered, but any new courses will not be reimbursed during this freeze.  We 
  anticipate this freeze will be in effect through June 1994.  While this 
  freeze does not address all areas covered by tuition reimbursement, i.e., 
  other external individual training that is not part of a degree program, we 
  will be reviewing this spending as well in light of the total Company 
  investment we want to make.  We ask that you ensure all individual external 
  training aligns with the key business priorities we have outlined above.
  
  Over the next few weeks, we will be communicating with you further as final 
  decisions are made on which critically strategic investments we must make in 
  Development & Learning to address our business and customer needs.
  
  Please communicate this message to your managers and employees.
  







To Distribution List:

     
 I am taking a graduate course on a technical topic and I was turned
 down for tuition reimbursement as it is an 'external expense'.  

 Yet most of the internal technical courses I see are conducted by outside 
 vendors. Most internal classes seem to be an 'external' expense as 
 payment is to outside companies ?

 I think it would be clearer to say Digital does NOT have tuition reimbursement.

 Retract all the EEA forms, rules, policies, freezes, exceptions, priorities,
 etc. 

 Right now, it is kind of an example of  nice sounding policies but 
 in reality there is no tuition reimbursement for many employees.

    

    Not only that, consider that a college cource (My wife is going for her
    masters) is on the order of $700 (in this particular school) and lasts
    for 4 monts.
    
    Whereas I could sign up to spend 8 hours and $1500 of the departments
    money.
    
    Sigh

    
    I'm just thrilled to read this. I'm in my senior year and now have to
    find another source for tuition. I can only hope I get laid off this 
    next time. 
    
    It's obvious they needed to come up with money for BP's 20%. 
    

    
    Digital C++ class: $1500 + 1wk lost work + travel expenses
     = $2500 + lost  work
    
    UC Santa Cruz: $350 for 10 Tuesday nights
    
    I also think I'm getting a better education at UCSC.
    
    Madness!!!
    
    

I tried to understand the reasons for TFSO......
    and the lack of raises!!!!

I tried to understand the reasons for the rising
  cost of my health insurance ........
    and stopped burdening Digital by going to my 
    husbands health insurance!!!



But.......I've been factoring in the "benefit" (and
I realize this is a benefit that this company allows
me - and they have the right to stop anytime) of paid
tuition - as part of my "salary compensation" as an
investment in my future HERE AT DIGITAL! - I have 
commited nights and weekends to class room attendance
and study time in order to further my career HERE! And
I and my managers feel this has been a WORTHWHILE 
process for me as an individual.  I'm 3 classes away
from my Associates Degree - of which I've worked 
hard for! 

I hope BP realizes that without raises these past years
I have had to take on a second job.....I can't afford 
to pay the tuition myself.....I can't even afford a 
decent car (my 1988 has over 100,000 miles on it- mostly
because of the horrible commutes I have been doing 
for this company) 


I just don't have the energy to fight anymore......
My pride in Digital Equipment Corporation is
sinking fast.......and all the life jackets are in 
BP's porche.

    OK.  I'll pay for my last 4 courses so I can have that B.S.E.E on
    my resume'.  Maybe that's the goal here, anybody wishing to further
    their education should seek employment elsewhere.

I WILL be finishing my Associates Degree!!!!! My 
husband and I agree that is in our best interest that
we scrape the $$$$$ for me to finish the last 
three courses - what concerns me is my future completion
of my Bachelors program.......20 courses at 450.00 = 
$9,000 (not including books) - I'm afraid this will
probably not happen.

    Please explain how Digital can continue to fund the "Boston Pops" but
    not invest in its future by funding the tuition of its employees - that
    used to be a benefit?

Re: .5

>>    Madness!!!

Outright stupidity better describes it.

Like others in this thread, I'm currently taking the 5th
of 9 courses required for a MS (Software Engineering)
degree at BU.  So, yes, I have a vested interest in this
also.

I don't get it--everyone going through these degree
programs had to submit lengthy development plans stating 
how Digital would benefit by the employee getting this
education.  Now the SLT turns around and is saying (my guess)

(a) "We don't need it." (my answer:  oh, yes we do); or
(b) "We will hire someone who already has those skills,
    (and let go those that don't to maintain headcount), 
    rather than invest in developing our current employees."

The powers that be are making a serious mistake thinking 
that this is a "luxury" benefit.  A lot of the stuff that
I'm learning in this program are activities that should
be mandatory parts of the development process designed to
improve the quality of our products, and instead aren't 
even being considered by the management as worthwhile
activities, and it shows in the quality of a lot of our 
products.

Oh, well, enough ranting for now.  Hope this makes some 
sense to someone...

--Glenn--

    how about a question first, what do we spend on the "Pops" and on
    tuition reimbursement?
    
    Mark

    Send your words to the source: 
    
    Would all of you that this effects please write a letter to 
    Dick Farrahar (A POLITE LETTER and LET ME UNDERSCORE POLITE!) to let 
    him know how this will effect your contribution to Digital and include 
    your expectations of how this will effect the company? 
     
    MLMAIL::MLMAIL::MRGATE::"PNDVUEA1::FARRAHAR.DICK"
    
    Thanks. 

I too am OUTRAGED by this "unnoficial" decision by the SLT, and extremely 
dissapointed by their decision.  I too am engaged in my MBA to further myself
here at Digital so I can help turn this struggling company around.  While some
may consider it a personal benefit, I look at the hundreds of personal hours I
am investing in this education, which Digital is a direct beneficiary, as a 
"benefit to Digital".

What most upsets me is that this is an extremely "short-sighted" management 
decision.  These types of decisions help the short term bottom line but cause
irreparable damage to an organization in the long run.  Unless they have no
long term plans for the company or its employees.

Also this "benefit" tends to be utilized mostly by the motivated, career minded
employees who want to beter themselves and their company.  Just the group of 
people you don't want to lose.

I truely hope Bob Palmer and the SLT carefully consider the impact and 
ramifications of this serious decision.

Gary

People need to write STRONG letters to:

1) all of their line managers
2) all of their personnel reps
3) Dick Farrahar and anyone else they know in corporate personnel

I think they are making a big mistake by cutting off people doing degree
programs in computer science.  If they want to stop approving tuition
reimbursement for degree programs before people enroll, or disallow study
outside of the computer field, those are possibilities.  This is a 
strategic technical and business issue.  

Attached:  letter I wrote to all my managers and Dick Farrahar
------------------

I cannot believe DEC is not going to continue tuition reimbursement for 
people studying computer science!

I have been working on a masters degree in computer science at BU since 
1990.  Before that, I spent 4 years taking technical prerequisites to get 
into the MSCS program.  I am in a degree program, and am 7/10 of the way 
though it.  There is a limited time frame within which I can complete this 
degree!  I cannot believe that DEC would abandon me now that I am almost 
done with the program.  This program enables me to do the work I do on very 
technical courses in the open systems/client server and object oriented 
spaces -- highly important areas for this company's future.  

This spring I had arranged to take an intensive, advanced independent study
in the area of client/server, knowing how much it would benefit me at work.
I have the opportunity to work with an instructor at BU who is extremely 
knowledgeable in the area of open systems and distributed systems 
standards.  The course would be between $1500/1600 -- and there is no way I
can pay for this myself.  I will explain why my finances are so tight...

This summer, because of the acute PC shortage, I invested $2000 in a 
multimedia PC at home so that I could do my work for DEC.  I am paying for 
this on time payments and incurring interest to do so.  The total price 
came  to $3000 by the time I got enough memory, a printer, and a modem.  I 
could not have justified this just for the convenience of use at home; I 
needed it just to do my work for DEC.  I simply cannot buy the PC and 
complete my degree on my own financially. 

I have worked extremely hard on this degree, and I thought DEC was
committed to those of us actually enrolled in degree programs.  I have not
had much of a personal life for the better part of 7 years because I have
been spending between 20 and 30 hours a week studying.  I chose this, and I 
have no regrets, but I want to reach this important goal.

I think DEC should make an exception for those of us studying computer 
science.  It *directly* benefits DEC, and is one of the best returns you 
could ask for on a training dollar.  For $1500 (15 weeks) I usually attend 
3 hours of class and spend 20 additional hours reading and studying 
relevant information on computing each week.  I'd much rather have this 
than $800 or $1200 per year to apply towards 3 or 4 day courses.

Please help those of us who have invested years of our lives in computer 
science study to complete our work and receive the technical credentials we 
have earned. If tuition reimbursements are to be cut, consider cutting them 
for people who are earning degrees in non-strategic areas, or taking 
general requirements to complete a BA or BS, and can postpone their work.

Holly Hendricks


From:	MLMAIL::MLMAIL::MRGATE::"PNDVUEA1::FARRAHAR.DICK" 29-OCT-1993 11:01:30.65
To:	LJSRV2::CHRISTENSEN,MEMIT::CLARK,MILPND::GREENFIELD,ROYALT::MCQUADE
CC:	
Subj:	TUITION REIMBURSEMENT FREEZE                                           2

From:	NAME: Dick Farrahar                 
	FUNC: Human Resources                 
	TEL: 223-7738                         <FARRAHAR.DICK AT PNDVUEA1 at MLMAIL at MLO>
To:     See Below


  As part of a comprehensive review by SLT of the total investment the 
  Company wants to make in Development & Learning, we looked at tuition 
  reimbursement as one of the categories we need to address.  We reaffirmed 
  that our Development & Learning focus for this fiscal year needs to be on 
  our key business priorities, with training for our Sales, Multivendor 
  Customer Service, and Digital Consulting employees, our Engineers, as well 
  as ensuring managers understand the performance management process.  We will 
  continue to assess and review all the Development & Learning priorities; 
  however, we know already that as we finalize our investment decisions this 
  year, there are also areas we need to cut.  Some cuts will be permanent, 
  addressing redundancies and infrastructure.  Other cuts will be temporary, 
  allowing us to spend only on our most critical needs for this fiscal year.  
  As we re-engineer the work of Development & Learning, we should realize a 
  much higher return on the investment we make, which in turn will free up 
  funds for areas we know we want to continue to invest in for the long term.  
  One of these areas is tuition reimbursement, specifically, the college 
  degree program.  
  
  Effective immediately, we will freeze any further spending for college 
  degree tuition reimbursement for both undergraduate and graduate programs.  
  All approved courses in which an employee is already enrolled will remain 
  covered, but any new courses will not be reimbursed during this freeze.  We 
  anticipate this freeze will be in effect through June 1994.  While this 
  freeze does not address all areas covered by tuition reimbursement, i.e., 
  other external individual training that is not part of a degree program, we 
  will be reviewing this spending as well in light of the total Company 
  investment we want to make.  We ask that you ensure all individual external 
  training aligns with the key business priorities we have outlined above.
  
  Over the next few weeks, we will be communicating with you further as final 
  decisions are made on which critically strategic investments we must make in 
  Development & Learning to address our business and customer needs.
  
  Please communicate this message to your managers and employees.
  

    I've been patiently weathering the storm.  
    
    I've taken the UNIX Certificate Program at UMASS-Lowell.  I am 
    now a UNIX programmer.  I'm now taking courses at BU towards my
    graduate degree.  I'm in the Software Engineering Program.  I'm
    a software engineer.  Sounds like a good fit to me.  But, of
    what value is it to Digital?  Hmmm.  I guess none :.(.
    
    Anybody know how many degrees BP and the rest of the SLT have?  
    And  Andfor them?  Was it Digital or even some other company?
    But, I guess BP could afford it anyway.
    
    And about his raise.  Maybe he did work his butt off?  Maybe he
    received a 1 on his performance review?  Maybe he met his goals?
    Maybe he deserved it?  But, so did a lot of other people.  And
    they did NOT get 20%.
    
    And morale?  How is my morale?  Hmmm. 
    
    Score:
    
        SLT			Us
    
    	1			0 

    It strikes me that this thread and the `dial-in access' thread are
    Beckett-effect results from the Q1 results.

    Tiph Worley (STAR::WORLEY) and I (CDROM::HENDRICKS) are putting 
    together a distribution list for anyone who wants to work on pushing
    back on this policy.  Please send us your name if you want to help and
    have some ideas, or just want to stay informed about the status of 
    this issue.
    
    Please put "Add to Tuition .DIS List" in the subject field so we can
    quickly organize this with minimal impact on our real work.
    
    Please feel free to copy us on letters you are writing to your managers
    and to Corporate Personnel about this, and let us know if we can
    redistribute them, or whether they are just "FYI" for us.
    
    Please let us know about any formal agreements that you feel you have
    with your management or DEC around educational reimbursement or support
    that would impact this issue.  (Training plans, development plans,
    etc.)
    
    Please tell us how important this is to you.  Would you choose external
    university reimbursement, or the opportunity to go to a 4 or 5 day
    class if you had the choice?  Why?  What do you get for your university
    training dollars that benefits DEC?
    
    Tiph and I both have a computer science/engineering focus, but we are
    willing to support and work with anyone who can make a case for their
    educational needs being strategic for DEC.
    
    We are also open to advice -- how did it work that management backed
    off on killing off employee interest notesfiles, decided that bimonthly
    paychecks weren't such a great idea, and compromised on the vacation
    issue?  Whatever they did, we want to do!
    
    Holly Hendricks

    Re .16 --
    
    If you have both ALL-IN-1 and VAX addresses, we prefer the VAX address,
    being at ZKO.
    
    If you only have ALL-IN-1, we will manage.

    
    Guys,
    
    	We have decided (that's me and Holly) that this is too
    important to mumble and grumble among  ourselves about.
    Please 
    
    	1) take your objection to this "policy" to your
    	   management
    
    	2) sign up on our new distribution list
    
    	3) find out who should be contacted on this "policy" 
    	   to have it repealed, and let us know,
    	   and contact them yourselves
    
    	4) tell others.
    
    	5) keep in touch
    
    	
    Thanks,
    
    	Tiph
    
    
    
    (extra preposition in the following has been pointed out already :))
    
From:	STAR::WORLEY       29-OCT-1993 19:51:12.92
To:	NM%MLMAIL::MLMAIL::MRGATE::"PNDVUEA1::FARRAHAR.DICK"
CC:	WORLEY
Subj:	tuition reimbursement policy




	Dear Mr. Farrahar,

	Regarding your policy memo which proposes cuts
	in infrastructure that include curtailment of degree 
	program educational benefits, it seems you have 
	overlooked one thing, at least, and that is commitment.    
	
	Firstly, every tuition application I have filled
	out - and which has been approved - has indicated
	that I am in a degree program, and every manager who
	has signed such has understood and approved of that. 
	No employee would _ever_ undertake the rigors and personal 
	expense associated with an advanced degree program having
	the slighest doubt that Digital would _ever_ 
	rescind support for employees seeking advanced degrees
	within the framework of their role at DEC.   There is just
	too much personal investment to start a degree program without
	the assurance that the means would be there for it to be
	completed.   It is just plain cruel for DEC management 
	to have been encouraging employees for _years_ to 
	get into degree programs  **especially encouraging and smiling
	on technical degree programs**, and then, when employess
	_are_ accepted and enrolled in such and half-way or two-thirds
	through, to pull the rug out and say "sorry, we don't think
	this is a good idea anymore."   What kind of game is that??
	If you cannot treat your employees with professional respect,
	how do you expect to deal outwardly with the rest of the
	world?    If commitments to your employees - implicit or
	otherwise - can be treated so lightly, how do you expect
	to viewed as a business by the rest of the world??

	Last summer Digital instituted an educational development
	plan, on which I ended up, after numerous revisions requested
	by the group manager, spending approximately 2 full days 	
	completing.   This is ridiculous in itself to make new requirements
	mid-stream (I have 3 courses left toward a Masters in C.S.) for
	an employee whose degree coursework had been approved previously
	over and over.   It is called jumping through hoops and it
	has _always_ been an unproductive practice in this company.
	(Unproductive => waste money).  With encouragement from my
	personell rep, I wrote the plan, and it was signed off on by the 
	CC manager.  If this formalization of an employee's educational
	expectations - in the form of a _required_ document to be 
	written _by_ the employee and read and approved by management -
	does not represent a commitment to the employee's undertaking, 
	then what exactly is Digital's concept of commitment?

	The personal policies and procedures manual states...


| Digital is committed to continuous learning and development for all
| employees in order to maintain a competitive advantage in the
| marketplace.  Therefore, Digital encourages and supports
| educational and training assistance to ensure that employees have
| the skills required for the Company's success. 

	Employees interpret the word commitment as commitment.

| A written development plan, tied to
| Digital's business goals, is a prerequisite to an employee
| requesting External Educational Assistance funds.


	I did what was required of me.  I have worked hard 
	in cooperation with Digital on providing professional
	resources and experience within the company that DEC 
	could draw upon.   I don't expect DEC to throw
	a written requirement at me and then say, "thanks
	very much, but we didn't really mean it."


	Lastly, the term commitment refers to a commitment
	to DEC and DEC's future as well.   I don't see this
	shortsighted tactic of snipping away at anything
	in sight to improve the immediate cash flow picture,
	as _any_ indication that commitment to DEC's 
	future as a business, was in mind when this new edict 
	was passed down.   Investments in education and bettering
	the advanced skill set of your work force are *not*
	the places to skimp.   Fat is, and fat (and misuse) is
	still within the company - it's just not as obvious or 'easy 
	to get at' as it used to be.   An indiscriminate curtailment
	of educational assistance - especially with regard
	to degrees underway where DEC has supported these and
	will benefit in the near, intermediate, and long term -
	is an atrociously superficial approach to short term 
	cost savings.

	Thanks for listening.   I would like a reply.

 
		Tiph Worley
	

===================================================================================

From:	MLMAIL::MLMAIL::MRGATE::"PNDVUEA1::FARRAHAR.DICK" 29-OCT-1993 11:01:30.65
To:	LJSRV2::CHRISTENSEN,MEMIT::CLARK,MILPND::GREENFIELD,ROYALT::MCQUADE
CC:	
Subj:	TUITION REIMBURSEMENT FREEZE                                           2

From:	NAME: Dick Farrahar                 
	FUNC: Human Resources                 
	TEL: 223-7738                         <FARRAHAR.DICK AT PNDVUEA1 at MLMAIL at MLO>
To:     See Below


  As part of a comprehensive review by SLT of the total investment the 
  Company wants to make in Development & Learning, we looked at tuition 
  reimbursement as one of the categories we need to address.  We reaffirmed 
  that our Development & Learning focus for this fiscal year needs to be on 
  our key business priorities, with training for our Sales, Multivendor 
  Customer Service, and Digital Consulting employees, our Engineers, as well 
  as ensuring managers understand the performance management process.  We will 
  continue to assess and review all the Development & Learning priorities; 
  however, we know already that as we finalize our investment decisions this 
  year, there are also areas we need to cut.  Some cuts will be permanent, 
  addressing redundancies and infrastructure.  Other cuts will be temporary, 
  allowing us to spend only on our most critical needs for this fiscal year.  
  As we re-engineer the work of Development & Learning, we should realize a 
  much higher return on the investment we make, which in turn will free up 
  funds for areas we know we want to continue to invest in for the long term.  
  One of these areas is tuition reimbursement, specifically, the college 
  degree program.  
  
  Effective immediately, we will freeze any further spending for college 
  degree tuition reimbursement for both undergraduate and graduate programs.  
  All approved courses in which an employee is already enrolled will remain 
  covered, but any new courses will not be reimbursed during this freeze.  We 
  anticipate this freeze will be in effect through June 1994.  While this 
  freeze does not address all areas covered by tuition reimbursement, i.e., 
  other external individual training that is not part of a degree program, we 
  will be reviewing this spending as well in light of the total Company 
  investment we want to make.  We ask that you ensure all individual external 
  training aligns with the key business priorities we have outlined above.
  
  Over the next few weeks, we will be communicating with you further as final 
  decisions are made on which critically strategic investments we must make in 
  Development & Learning to address our business and customer needs.
  
  Please communicate this message to your managers and employees.
  







    

	Luckily I am in my last semester of my degree program. Of
the credits required for graduation Digital has paid about 50%, for 
that I am VERY THANKFUL. Since the summer announcement of the 
changes in the program, I covered the last 9 credits myself --that's 
OK. I have covered all the book costs myself, just so I could call 
the books my own -- that's OK.
	However, I am very disapointed that Digital has considered 
stalling, or cancelling, the tuition reimbursment program. The benefits 
of this program greatly outweigh the expenses, IMNSHO. I feel sorry 
for the individuals who have just begun, or re-started, their education.
I hope you all will find solutions to your tuition costs, it's really an
investment of the most importance -- in you.
        An experienced and well educated workforce can be very 
helpful to a corporation as it's needs and requirements change.
New solutions to old problems come from many sources.
	On the positive side, through the recent "ideas" that have 
come from our senior leaders; I have learned invaluable lessons on 
how to virtually devastate a workforce, and destroy a company. All 
the MBA courses and classroom training could not have provided 
me with the experiences I have had over the last 2 years.
	I am also "thankful" for that education as well.

	fred deady



For those currently finishing a degree program...doesn't Farrahar's memo
say those will continue to be reimbursed through the completion of the
degree?
							- paul

    I have a question for management. It hasn't been explained to us
    affected by this move just exactly what the company expects to save as
    a result of this action. What is the predicted savings for FY94? FY95?
    FY96? I am not convinced this is any longer a "temporary" cost saving
    measure. There are some REAL savings to be had in many areas. But that
    would require addressing the cost center "blindness" and revenue "turf"
    wars. No one seems to want to talk about that. Let alone take the
    action to fix it.

    
>For those currently finishing a degree program...doesn't Farrahar's memo
>say those will continue to be reimbursed through the completion of the
>degree?

    No. It says that *courses* that someone is already in will be covered.
    New courses, even for approved degree programs will not be covered.

    A year and a half ago I finished my MSCS. I worked hard and took two
    courses every semester. Even in the summer. I was afraid of TFSO and
    wanted to finish quickly. But even without TFSO, which didn't put my
    job at risk as it turns out I was also afraid of funding being cut off.
    It took longer than I expected but it did get shut off. I'm regretting
    that I didn't find a PhD program right away. I had planned to take some
    OSF courses this winter because I need it and getting internal training
    is very hard. It's hard because training money is tight and freeing
    peoples time during the week is even harder. Oh, well. Perhaps an
    educated employee base isn't important enough to pay for anymore.

    			Alfred

    If you hear people complaining about this, please ask them to take some
    action!
    
    Write a letter.
    
    Get on our .dis list.
    
    Get testimonials from employees who are done with their degrees what
    it was worth to them in terms of their job.
    
    Holly

    
    I asked some articulate people on the net in academia and in the
    corporate world what they thought about this.  Here is one especially
    articulate response that may help some of you write letters about this.
    
    Holly
    
    (My question:)
    
>Digital wants to "study" the return they are getting on their training 
>dollar for external (university) training.  I am looking for good arguments 
>about why external university training is a critical part of keeping the 
>workforce up to date, and why it provides a level of depth and challenge 
>that in-house or consultant training rarely can provide.  I think both 
>types of training are necessary in the corporation.

    (The articulate response:)
    
Comparing tuition rates with consultant training rates for comparable
classes should be pretty compelling.  In figuring the cost of in-house
or consultant training, don't forget to include the cost of having
employees attend during working hours.  If your company uses a
chargeback system to figure the cost of employee time, use that
figure.  I think you'll be surprised at how expensive it really is to
have a class full of employees sit and listen to a consultant for a
week.  Do the same for figuring the cost of having an employee prepare an
in-house training course.  Again, it isn't anywhere close to free.
University courses, of course, are typically attended on an employee's
own time and so at no "lost-productivity" cost to the company.

Also, I consider the amount of learning represented by successful
completion of a university class to be generally much higher than that
afforded by a comparable consultant's course.  Compare, for example, a
10-week graduate-level class with a one-week consultant's course.  In
both cases, the student sits in class for about 30 hours - but the
10-week university course requires an additional 300 hours of study and
practice spread over 10 weeks.  The student not only puts far more time
into the material, but she also has more time to absorb and assimilate
the new ideas, resulting in better learning and retention of the material.

Finally, I would point out that holding an in-house class on topic Foo
and having everyone in the department attend is rarely effective:

-  First, employees are typically at different levels of expertise with
   respect to Foo, so some are bored while others are left in the
   dust.  With university classes, each individual employee can take
   the prerequisites needed to come up to speed on the subject.

-  Second, employees can take appropriate courses when they need the
   knowledge for their jobs.  Having someone sit through a one-week
   course on a topic that they will not be able to use on their job for
   a year or more is generally a waste of time and money.

-  Finally, as new people join the department due to hires and
   transfers, they may need the same or similar training.  It doesn't
   do them any good to hear that the rest of the department had a class
   on it last year. 

A university, on the other hand, offers a wide range of classes on an
ongoing basis.  This allows the company to send employees to the most
appropriate, up-to-date training in a timely fashion.

(Please note:  If I've offended anyone who is a consultant, I
apologize.  It is not my intent to bad-mouth consultants.  I do
consider consultants' courses to play a valuable role, especially in
cases where a course is tailored to meet a very specific company need.
However, I personally do not believe that consultants can or
should replace the education available at a good university.  In my
view, consultants complement rather than replace the university.)

I would like to add a strategy suggestion.  In your description of the
situation, you sounded as if your company paid for all classes
associated with getting a degree.  That is certainly preferable and in
fact I personally believe that it is to the company's overall benefit,
although I can offer no proof.  If this seems a lost cause, however, it
may be worthwhile to argue for the value of reimbursing for
business-related courses only.  I worked for a company with such a
policy.  I did the coursework for my Masters in computer science
while I was there, and a friend got her BA while working there.  It was
our experience that it is possible to meet many degree requirements
by selecting courses for which a legitimate business case can be
made, esp. writing, business/management, computer science, math,
engineering, some history/cultural diversity/psychology.  You will end
up paying for some courses yourself, but it's substantially better than
nothing.

>and let me know whether I can use your name and further redistribute what 
>you have shared, or whether you prefer it be anonymous.  

May use freely.  Hope this helps!  Good luck.


Karen Ward ([email protected])
Oregon Graduate Institute


% ====== Internet headers and postmarks (see DECWRL::GATEWAY.DOC) ======
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% Date: Sat, 30 Oct 93 18:19 PDT
% From: [email protected] (Karen Ward)
% To: cdrom::hendricks
% Subject: Re:  Looking for reasons why my company should continue to provide tuition reimbursement for women/people in degree programs

    re: .25
    
>>but the
>>10-week university course requires an additional 300 hours of study and
    
    This works out to 30 hours/week per course. I think the average or
    expected amount of time is from 6 to 10 hours per week.
    
    michael

    Interesting point -- are 10 week (quarter) courses more intensive than
    the 14/15 week semester courses?  I think they are supposed to be.
    
    I know it takes me about 20 hours per week for semester courses, if I
    average it out over the semester.  If I spend a steady 20 hours from
    the beginning, I tend to do quite well.  But I don't have a technical
    undergrad degree, so perhaps I am on an extreme end of a continuum.
    
    Graduate discrete math took me more than 20 hours per week -- closer to
    30.  I suspect Formal languages will be similar or worse.  Data
    communications took me *more than* 20 hours a week, as did object
    oriented simulation and modeling, due to an abysmal debugger.  Computer
    architecture, data base design, operating systems all took about 20
    hours per week. 
    
    The only course I've taken that I could get away with about 6 hours a
    week is Project management, and that has a lot to do with having an 
    undergrad degree in psych, a masters degree in education, and a
    previous grad course in organizational behavior.
    
    It would be interesting to collect some data on what people have taken
    in their graduate programs, how many hours per week they spent studying
    for the course, and how relevant it was to their work at DEC.  Maybe
    I'll make up a questionnaire (after hours of course!) and collect some
    data from anyone who wants to offer it and see what we can learn.
    
    Holly
    

    What do people think about a questionnaire like this?  Suggestions
    accepted.
    
    It's simple, it fits on one screen, and the fields are keyed to tabs. 
    Badge numbers would make it easiest to submit to personnel, but I could
    handle a last name instead if someone preferred.  We would never publish
    any of the badge numbers in a notesfile or through the distribution
    list.  If you don't know the dates, we'll manage.
    
    If people currently in school, or people who have graduated, would be
    willing to give us this information, I will put it into a spreadsheet
    and summarize it.  (After work hours.)
    
    Example:
    
    - The first form lists the courses I have taken in my graduate program at
      BU towards my MS in computer science.  
    
    - The second lists the technical prerequisites that I took to get into
      this program.
    
							1 - very high
							5 - very low

-------------------------------------------------------------------------------
Badge	School	Semester	Course		Weekly	Value	Direct
				Name		study 	(back-  Applicability
						(average)ground)To DEC work
-------------------------------------------------------------------------------
xxxxxx	BU	F90	Computer organization	20	1	2
xxxxxx	BU	S91	Data base design	20	1	1
xxxxxx	BU	F91	Undergrad discr math	25	3	4
xxxxxx	BU	S92	Grad discrete math	30	4	4	
xxxxxx	BU	Su92	Operating Systems	20	1	1
xxxxxx	BU	F92	OO Simulat. & modeling	25	1	1
xxxxxx	BU	Su93	Data communications	25	1	1
xxxxxx	BU	F93	Project management	6	2	2
    
    				my average:	21.37	1.75	2.0
    
    UMasLow = UMassLowell
    Noeast  = Northeastern
-------------------------------------------------------------------------------
Badge	School	Semester	Course		Weekly	Value	Direct
				Name		study 	(back-  Applicability
						(average)ground)To DEC work
-------------------------------------------------------------------------------
    	UMasLow	Su86	Organiz. behavior	10	2	3
    	Noeast	F86	Pascal I		20	1	1
    	Noeast	W87	Pascal II		20	1	1
        Noeast	Sp87	Tech Writing		10	3	1
    	Rivier	F88	Assembly language	20	2	2
    	Noeast	Sp88	Pre-calculus		30	1	4
    	Rivier	F89	Data structures		15	2	1
    	Noeast	Sp89	C programming		20	1	1
    
    			my average		18.13	1.63	1.75

Hello Holly,

I must say I am thoroughly dumbfounded by the fact that Digital would
discontinue this program.  I have taken advantage of such programs both
here at Yale as well as when I worked in industry.

I graduated from College (B.S. in Mathematics) in 1966.  I
definitely agree that women were not encouraged to pursue
graduate studies at that time. In 1980, I realized that there
were gaps in my knowledge and started taking graduate courses in
CS.   The knowlege gained in such courses cannot be obtained
elsewhere.  Internal or consultant training is too focused on
specific RESULTS to produce such knowledge. (also too short). The
courses given in university  programs provide background
knowledge that is absolutely required to produce  good software,
services, whatever.  It is shortsighted not to invest in this
knowledge

I too am now close (2 courses away)
from a degree. The benefit my workplace has
received from the courses I have taken is visible every day.  I
believe Digital will be doing a disservice to the company if they
discontinue the program.

I hope you can convince them that this essential service should
be continued.

(You may use my name)
Regards,
Rochelle Lauer
Yale Univerisity Physics
[email protected]

    In case anyone is wondering where these responses are coming from, I
    put my question out on the Systers distribution list, a worldwide list
    of women in computer science in industry and academia as well as women 
    in undergraduate and graduate computer science programs.  This is a
    women only list in order to keep the focus very specific.
    
    I asked them to provide me with justifications for external university 
    training, the kind of values it provides to the corporation that 
    cannot be found elsewhere, and the kind of return corporations get on
    their training dollar.  
    
    I also asked if anyone thought that women in particular were affected
    by this (not to imply that the men aren't!), but because relatively few
    women in the 35-and-older crowd had much encouragement to pursue
    technical graduate study in the 60s and early 70s.  It's not my
    intention to make this a gender issue; I just wanted to know what
    people thought.

    i spend about 10 hours per week on a course, but again that includes
    all of my tea and coffee time breaks and i also munch on a lot of 
    cookies while i study too, so if you factor all this out it may 
    comes out to about 6-8 hours.

    i also think college courses are much better value for the money than the
    1-week internal courses, because in the college courses you do much
    more work behind the scenes than with the internal courses.

    it is silly that DEC will pay 1500 bucks to go take an internal
    course on "how to manage your feelings and emotions in the new
    life style of the 90's and its relation to the work place" but
    say no when asked to help a DECeee go take a course on compiler design 
    or hardware design or something like this. 
    
    all i can say is that there sure is a lot of doodle heads up there.

    \bye
    \nasser 

    re .9 and .11 -- a recent Boston Globe article said that DEC was either
    cancelling or cutting way back (I forget which) on its underwriting of
    "Evening at Pops," and that WGBH was looking for a new underwriter.
    Does that make you feel any better :^)
    
    					Val

Re: .21, .23

>>For those currently finishing a degree program...doesn't Farrahar's memo
>>say those will continue to be reimbursed through the completion of the
>>degree?

 >   No. It says that *courses* that someone is already in will be covered.
 >   New courses, even for approved degree programs will not be covered.


In Australia a bachelor degree is known as a University course.  This 
consists of a number of subjects or units.  So, if Digital will only fund 
to the end ofthe currently approved "course", then Australians can 
complete the entire degree with full funding!

No problem out here!

    And another one bites the dust. And the colleges will also be very
    happy to know their enrollments are going down next semester. 
    
    Happy to sacrifice for company financial stability, that's me.
    

    Tuition reimbursement is a benefit that even small companies
    give to their employees.  Data General, who has been laying
    off for years, is still giving tuition reimbursement to 
    their employees.  Not only am I saddened that I won't be
    able to continue my degree program, but I feel a sense of
    gloom.  If the SLT would resort to taking away an employee
    benefit that is given by most companies, then they are in
    panic mode from my perspective.

	With so many engineers and other professionals out of work I see 
no reason for DEC to pay tuition to further swell the ranks of our 
professions. I say good work DEC. If people want to train for a career 
in fields that no longer need people then they should pay for it them 
selves. People with BS, MS and PHD degrees in engineering, computer 
science etc. are out there driving cabs. I see no reason for DEC to pay 
to train more cab drivers.
    

    
    I'd rather see health insurance costs stay low and see the tuition
    benefit cut than vica versa.  Tuition is a benefit which is not evenly
    distributed.  

I prefer to be anonymous.

My observation is this: take ANY sort of technical course that's
offered in university (languages, systems theory, databases, etc), you
can almost always get higher quality lectures/course
material/intellectual stimulation for LESS amount of $$ than you could
if you decide to go with any for-profit commercial company out there
(say, for C++/OO/X11/etc training).  External university training is a
great way to get the workforce up-to-date with the state of the art.

Holly, 
 
I once heard that "the half-life of technical knowledge is 2 years".
So one must be learning all the time just to keep up. I do see one
major difference between university courses and in-house/consultant
training. In a college course, chances are that you will be given an
in-depth problem which requires a lot of external work (eg. computer
program, design analysis, take-home exams, research papers, etc.).
The deficiency with short courses is that the instructor typically
presents a problem and then discusses the solution. When you encounter
the same type of problem later on, it is harder to provide a solution
when someone else has done the work in front of you. 
 
As a parallel, I had a difficult time in my Physics classes. When the
instructor solved the problem an the board, I could follow every step.
When having to solve a problem on my own, I was flabbergasted as how
to set up the problem. Doing the work for oneself is necessary in order
to really learn a concept. 
 
The inability to truly dive into a complex problem (due to time constraints)
is where short-term courses are at a disadvantage. I would consider
myself proficient in a concept after having spent significant time working
with it. The same cannot be said for a short-term course, which does a 
good job of providing an overview and background material.
 
Another data point: if your co-workers are like mine, only a very small
percentage take classes and cash in on tuition reimbursement. It does
not dent the corporate budget that much. 
 
Feel free to distribute my message, but please remove my name.

    I believe that the reason for eliminating the reimbursement program is
    because under  Clinton's deficit reduction package, companies are no
    longer getting the tax credit for it. My wife's company notified their
    employees that they will not be getting education reimbursement any
    longer as well.

    If your upset with mother DEC, its probably because you thought that
    they gave this benefit because they valued people as being an
    asset to the corporation.  When you get use to the idea that a
    corporation would rather live without you,  your feelings won't be so
    hurt when they eliminate these perks.

    BTW, Mass. Vietnam era vets had their free tuition at State Colleges
    cut in half because of Clinton's deficit reduction.

     Jim

    	I didn't read all 40 replies to the base note. I didn't have to to
    know what most of them say. But I have to add my 2 cents since that's
    about all it's worth these days. This is about the most idiotic,
    short-sighted decisions I have seen yet. Even Wang understood the value
    of educating its employees right up to Chapter 11. All along, I've been
    annoyed by the cutbacks but mostly concerned about the lack of a
    strategy for making money again. When I see a decision like this, it's
    clear to me that the people making financial decisions at this company
    either have no clue whatsoever or are purposely taking steps to run the
    company into the ground.
    	So while we're keeping our workforce stupid, cutting off dialin
    lines so no one can work from home, restricting access to office
    supplies, etc., just shut the lights off, turn off the computers,
    layoff everyone, and get it over with. Just pathetic. If I were in any
    sort of degree program, I'd give my notice today. Lots of other
    companies would be glad to help put you through school...those that
    have some clue about what it'll take to be successful a year or so down
    the road.

Boy, there's an awful lot of "articulate responses" in here. What is
that, the fifty cent word-of-the-week?

The tone of this note leads one to believe that we're all going to
collapse into a pit of ignorance if the company stops paying tuition.

May I remind you that last quarter's loss was $83,185,000 and that's
$892 per employee? For 3 months? ...or $3,568 per year?

I like the tuition reimbursement. It makes good sense to educate your
employees, particularly in a highly technical, highly dynamic field
such as ours. I've used the benefit for my own gain.

I also like my job so if it's ok with you, I'll vote to discontinue
the education expenses and whatever else it takes to get USS Digital
back on course.

Mickey.

         As a student of Lesley College in Cambridge MA and a twelve year
    Digital employee, I find this decision disheartening.  I am in the
    midst of research which is specifically directed toward organizational
    effectiveness in Multivendor Customer Services.  In Dataquest/Ledgeway's
    1992 annual report on Customer Service Trends and Forcasts, multivendor
    and professional services were seen as major contributors to customer
    service revenue growth.
    
         Based on my contributions to date, I would submit that Digital is
    realizing an immediate return on their investment in my education.  One
    of the major concerns of the top 100 companies in Dataquest/Ledgeway's
    report, was that of reskilling employees quickly enough to remain
    competitive.  With professional services being a high growth area for
    service revenue, Digital would be wise to continue investing in
    employee's professional development.  Employees without college
    degrees, who are working in professional services for Digital, will
    jeopardize Digital's perceived credibility in this growing field.  The
    degree doesn't necessarily make a consultant more qualified, but it
    does provide marketable credentials. 
    
         Without tuition reimbursement, even with student loans, I cannot
    afford to continue my education.  As I see it, tuition reembursment is
    not a benefit or an option, it's a critical success factor to Digital's
    competitiveness in today's market.
    
  Respectfully Submitted,
    
    Dave Stevens
                

RE: .36
>>        With so many engineers and other professionals out of work I see
>>no reason for DEC to pay tuition to further swell the ranks of our
>>professions. I say good work DEC. If people want to train for a career
>>in fields that no longer need people then they should pay for it them
>>selves. People with BS, MS and PHD degrees in engineering, computer
>>science etc. are out there driving cabs. I see no reason for DEC to pay
>>to train more cab drivers.
                                   
What about those of us trainging for a degree in Environmental Studies - 
sounds like the wave of the future to me and how many people do you know 
have formal training and/or degrees in this field?

RE: .37

>>    I'd rather see health insurance costs stay low and see the tuition
>>  benefit cut than vica versa.  Tuition is a benefit which is not evenly
>>  distributed.
    
    Well if you've ever read most of the notes in this file you will see very 
    few of Digital's benefits are "spread evenly" or fairly.
    And frankly I believe it is fair - if you have the drive to improve
    yourself or the drive to grow and change careers you get the 
    benefit - no drive, no benefit.  

With the lack of raises or less than 5% raises, extended commutes and less 
benefits I have to think hard and figure out if I can afford to work for 
Digital Equipement Corporation.

    Joyce

    I am also in my second year at Northeastern.  Upon just hearing this news
    on Friday, October 29th about the cancellation of tuition, I also heard
    that BP just bought a $26,000 rug for his office.  Morale?  HA.
    
    nancy
    

    
    
    THERE MAY BE A BIG SUCKING SOUND COMING FROM DIGITAL if the SLT does
    not wake up and quit the haphazard cost cutting. When are you people 
    going to realize that you are losing a lot of motivated people ? When
    are you going to look around and set some clear direction ? Or, do you 
    all own stock in competitors firms ? 20% for you 30% for the supporters
    (plus a house) and restricted "benefits" for the people struggling to 
    do the right thing - I'm starting to feel like I work for GM. Ask how many
    of the current MANAGERS have previously benefitted from educational
    reimbursement. Please GOD SEND ME THE PACKAGE - before it too runs dry.
    6 years of ONE and TWO ratings in MCS have protected me so far. I no
    longer want to be here to lock the door and turn out the lights..... 
    
    	There are two people to contact at Dick Farrahars' office. Please 
    excuse the spelling of the last names if they are in error:
    
    	Jose Ramirez - DTN: 223-9584
        Rick Reisenbeck - DTN: 223-9548
    
    	Jose and Rick are the people taking feedback from people like us. I
    was told earlier this morning that the feedback will be submitted to
    the SLT for "consideration".
    	One question I asked was WHY this is not posted in VTX. Surely, if
    a benefit as worthwhile as the educational benefit is frozen then
    everyone deserves to know about it. Including the PRESS. Or, is this a 
    mixed message ? There is an article in VTX about the customers getting
    a positive financial message...
    	I would like to know why we have suddenly implemented a FREEZE. How
    about a reduction for the short term ? 80% and no books or something
    like that. 
    
    Dave Quinn

    
    I work in Accounts Payable -- I am enrolled in an Associates in
    Accounting program, 2/3 way through, and am very upset at this.  
    RE:45 --- HA - a rug & guess who is paying for that ??  -- DEC (oops
    sorry, I meant to say Digital)!!
    
    I would like to ditto the majority of the replies to this note, and I
    would like to add -- just be lucky you don't work in Accounts Payable. 
    I get memo's about spending cuts, and then I have to pay invoices for
    events (ie. parties, booze cruises, etc) which I feel should not be
    happening in this day & age at Digital.  Here I work in a job that is
    paid less than a custodian, haven't had a raise in almost 2 years (and
    probably won't get one for another 2 years), am told that Tuition
    reimbursement is being cut, and I have to pay hotel bills for events 
    totaling over $200K --- Morale??? -- what is that??
    
    Yes, I have plenty of ideas on how the company could save money, but
    who wants to listen to an Accounts Payable clerk??  No, lets just go
    out and hire a few consultants at $100+/hr and have them tell us the
    same thing -- (remember the memo about the company changing the color
    of its logo just because maroon is a softer color -- a bunch of b.s. if
    you ask me, and alot of wasted money down the tube)
    
    I guess you could just sign me,
    
    I_don't_*care*_anymore . . . . 
                  

    OK folks... It is bad news to see this.. BUT, this action wasn't taken
    *now* to save money or in reaction to Clinton's def. red. plan... This
    is Digital's (read BP) way of weeding more people out of this company,
    without having to give *the package*....
    
    Take away enough perks and people will leave...
    
    If this action doesn't work, there will be another perk hit.. And
    another, until enough people have left the company...
    
    Problem with this plan is.... They won't realize to many have gone,
    until they're gone....
    
    The other reasons may be valid... BUT.....
    
    Just my opinion!
    
    Bob
    

    Gee, I wonder if revenue is down because some of the wrong people are
    getting fed up and leaving?

    Did you see this?  It was posted on Nov 1, 1993.  Now, what is that
    about developing our capabilities and continuing to learn.....
    
    
   _______________________________________________________________________
         Digital President and CEO Bob Palmer and the Senior Leadership 
   Team have articulated a set of company core values that will be the 
   basis for a companywide discussion starting today.
         Bob said, "The companywide discussion we are embarking on today 
   is the first step in an ongoing process of many months and years.  
   Our objective for these initial discussions is to allow us all to take 
   the time to focus on the values which many agree are of essential 
   importance to us.  It's important that we look at these values as 
   statements of where we aspire to be.  While we have a long way to go in 
   some areas, I expect us to start making progress now."
         Following is the statement of Digital's core values.    
 
         The objectives of the enterprise are:
          
         o  to develop long-term and mutually beneficial relationships 
            with our customers by understanding their business goals 
            and needs and providing them with high quality, innovative 
            business solutions, products and services.
          
         o  to create and sustain an environment for all employees in 
            which we treat each other with respect and value our 
            individual and cultural differences; communicate honestly 
            and openly; reward excellence as essential to company 
            success; develop our capabilities and continually learn. 
          
         o  to honor the investment decision of our shareholders by 
            managing for profitability and growth through the delivery 
            of innovative customer solutions, products and services.
          
                             Core Values 
      
    Integrity.   We choose to be honest in all our business interactions 
   and transactions and remain steadfast when challenged.
      
         o  We are, first and foremost, honest in all our dealings: 
            with one another, with customers, business partners, investors, 
            suppliers and the communities in which we operate.  
 
         o  We are not only honest in the technical sense of the word, but 
            also seek to ensure that the impressions we leave are accurate. 
 
         o  We hold ourselves to the highest level of ethical conduct and 
            conscientiously avoid activity that creates even the appearance 
            of any conflict of interest.
      
    Respect for the Individual.   We show respect for everyone by what we 
   say and do and value our diverse global workforce.



                       FOR DIGITAL INTERNAL USE ONLY
 
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         o  We treat one another with mutual respect.  Our actions, our 
            behaviors and attitudes consistently demonstrate our respect 
            for the dignity and worth of each individual.  
 
         o  We maintain a work environment that seeks out and values the 
            insight, experience, contribution, and full participation of 
            all employees.  
 
         o  We are committed to understanding, valuing and maintaining a 
            diverse workforce that reflects and responds to the diversity 
            of our customers and our markets.
      
    Excellence.   We excel at everything we do.  We strive aggressively 
   for the highest standard of quality to achieve superior value for our 
   customers. 
      
         o  We never compromise in our quest for excellence, customer 
            satisfaction, and company success.  
 
         o  We link excellence with consistently and profitably delivering 
            value to our customers.   
 
         o  We aim to be the best and excel in every area in which we 
            choose to focus our attention.  We will settle for nothing less.  
      
    Accountability.   We own up to our words and actions. When we commit 
   to do something, we do it -- decisively, responsibly and with urgency so 
   that others can rely on us consistently.
      
         o  We exercise care in formulating and meeting our commitments 
            to customers and to each other. 
 
         o  We understand that others rely on our commitments and expect 
            us to meet them.  When we make commitments to customers, to 
            fellow employees and to others, we take personal responsibility 
            for fulfilling those commitments.  We immediately inform others 
            when we are unable to meet a commitment.  
 
         o  We accept the consequences of our own performance, behavior 
            and words at all times.  
      
    Teamwork.   We work together, energized by our collective talent.  
   We listen to, trust, share with, and empower team members.  We use data 
   to move beyond individual opinions to rapid decisions and effective 
   implementation.
      
         o  We maintain open, honest dialogue at all levels of the company. 
 
         o  We understand vigorous, constructive dialogue is an essential 
            element in building effective work teams and the best way to 
            ensure our ability to create and deliver high-quality business 
            solutions for our customers.  
                       FOR DIGITAL INTERNAL USE ONLY
 
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         o  When a decision is made and a company goal is established, 
            we work collaboratively with others to meet that goal.  
 
         o  We recognize that these company goals are primary and above 
            group or individual goals.
      
    Innovation.   We encourage and value creative solutions to customer 
   needs.  We are fearless in expressing unique ideas and taking actions 
   that will generate successful customer solutions.
      
         o  We value and encourage innovation and creativity.  
 
         o  We make elegant and successful use of existing and new 
            techniques to create new business solutions, products and 
            services for our customers' requirements.  
 
         o  We open up and develop profitable markets where we have 
            leadership.  
 
         o  We are empowered to take intelligent risks after carefully 
            weighing potential hazards and benefits to the company.  
 
         o  We reward success and expect everyone to learn from those 
            attempts that are not successful despite our best efforts.
      
    Customer Success.   We help our customers achieve their business 
   goals through information systems knowledge, industry expertise, 
   networking skills and consulting.  We strive always to outdistance the 
   competition in customer satisfaction.
      
         o  We are committed to having the most satisfied customers      
            worldwide. 
 
         o  We support and assist our customers to be successful in their    
            own competitive environment through innovative business    
            solutions, information systems knowledge, industry expertise,    
            networking skills and consulting.  
 
         o  All of our efforts and decisions are relentlessly focused on    
            maximizing our ability to understand and respond to their    
            needs and expectations.











                       FOR DIGITAL INTERNAL USE ONLY
 
    

    
    There is no contradiction between "continually learn" and "pay for it
    yourself".
    

I'm confused about the "discussion" implied.  There doesn't seem to be a 
mechanism through which to reply.

Where exactly and how will this discussion take place? 

	DVN? Notes? E-mail? Phone? Smoke Signals? Bathroom Wall Grafiti?

	What????

    Hello all,
    
    I just called Jose Ramirez at the DTN listed. Got his voice mail
    and transfered out to his secretary. She said he needs to get
    input from employees and would prefer it to be in writting.
    
    So, please send input to Jose Ramirez @ MSO. She said Rick 
    Reisenbeck was at the same mail stop also.
    
    Thomas Hart

Sorry guys but such courses do not constitute Core Competence(*) and are 
therefore not Strategic.


(*) Core Competence as measured in a Supply Chain context. 

    
    .53 & previous
    
    Actually, Rick's last name is Riesenberg rather than Riesenbeck.  They
    are both at MSO; if you prefer VMSMail Jose can be reached at
    ICS::RAMIREZ_ER and Rick at IAMOK::RIESENBERG.
    
    Debra Lauer
    for Jody Cotton (Jose's support person)

    Re: .54
    
    Our core competencies today do not necessarily represent what is
    required for success in today's market.  Take for example our old
    cash cow, hardware maintenance services.  The market for these services
    has been in decline for years.  If we relied on our core competency
    in this market, Digital's service revenues would also decline.
    
    Reskilling the workforce to create new competencies which better
    respond to the demands of the marketplace, is critical to our future
    success.  Time is certainly of the essence and the magnitude of
    reskilling needed cannot be achieved during company time.  External
    education should therefore continue to be supported by our company.  
     
    Loyalty and commitment begin at the top.  Investment in our employees'
    future is an investment in the company's future.
    
    Regards,
    
    Dave Stevens
                

RE: .37    

>>  I'd rather see health insurance costs stay low and see the tuition
>>  benefit cut than vica versa.  Tuition is a benefit which is not evenly
>>  distributed.  

But it is equally accessible (or so I've been led to believe) these past
years.  I'd also like to see health insurance stay low, but as some replies 
subsequent to .37 have indicated, there are other perks to cut...

RE: .42

>>The tone of this note leads one to believe that we're all going to
>>collapse into a pit of ignorance if the company stops paying tuition.

Yep...sounds about right. :-)  Seriously though, we're in a very 
cut-throat business.  It's absolutely critical that we continually try 
to improve the processes that we use to build and sell our products.
The methods we use now work haphazardly at best.  So, to improve, 
we need to learn the "textbook" methods and processes, apply them to 
our work, adjusting those processes so that they will work for our 
business.

>>May I remind you that last quarter's loss was $83,185,000 and that's
>>$892 per employee? For 3 months? ...or $3,568 per year?

Here's a question that I haven't seen answered yet:

* Just how much is Digital going to _save_ by cutting tuition 
reimbursement?  Is this really the reason that Digital is doing this?

>>I like the tuition reimbursement. It makes good sense to educate your
>>employees, particularly in a highly technical, highly dynamic field
>>such as ours. I've used the benefit for my own gain.

As I've said, it doesn't just "make good sense"; it's absolutely 
critical.  Our competition does it, we'd better too...

>>I also like my job so if it's ok with you, I'll vote to discontinue
>>the education expenses and whatever else it takes to get USS Digital
>>back on course.

I doubt that simply cutting the tuition reimbursement is not going to 
get the USS Digital back on course.  Again, if this program cost $1B,
I could see your point.  But, nobody has any figures one way or the 
other.  I do know not many people take advantage of it, and that's 
disappointing.  If we don't learn how to improve the way we make and 
sell our products, a few more jobs may be lost.

(the above is all In My Humble Opinion (TM))

--Glenn--

    re: .-?
    
    Is that bit about the $26,000 rug for real?

    I too am one of many employees who has benefitted from the Tuition
    Reimbursement program. I've been attending Babson College to earn my
    MBA and at the end of this semester will be three courses away from
    completion. The concerns I have with this decision are:
    
    o It allows little if any "reaction" time by those involved....there
      are many courses only offerred in the Spring semester that are then
      prerequisites for another course. At best, this 8 month suspension
      of tuition benefits will set some students back 12-18 months.
    
    o Most schools, including Babson, have a requirement that part-time
      students must complete there degreee program within a prescribed
      time period (e.g. 4 years). For those individuals who cannot afford
      to continue self-fund their degree programs, this suspension of
      benefits may compromise the employees ability to meet the required
      completion date.
    
    o In addition to the importance of staying current with new
      technologies and trends, there is a great deal to be gained
      by working in a classroom setting with peers from other companies
      and learning how other companies deal with processes and problems 
      similar to our own at Digital.
    
    
    Jonathan 
    
    

    
    Re: .58
    
    Well, let's see if we can find out.....
    
    
From:	STAR::WORLEY        1-NOV-1993 18:14:34.32
To:	NM%ICS::RAMIREZ_ER
CC:	WORLEY
Subj:	Followup on phonecall: Input on SLT tuition announcement.


	Jose,
		
		Thank you for accepting my input over the telephone 
	this afternoon in which I conveyed my reaction to and 
	disappoinment with the recent SLT memo which renounced 
	previous approvals on Digital sponsored courses and degree 
	programs.  

	As I believe I made known to you over the phone, I find this 
	new policy objectionable in that it 
	1) constitutes renigging on a commitment to an employee
	established through a signed development plan, and
	2) is more and more obviously not thought out or
	thought through in terms of either long or short term
	impact.  
	In this latter respect, this "policy" appears to have arisen 
	more out of ad-hoc snipping at any random cost rather than 
	as part of a program to reconstitute a 	company.

	There is also the morale issue which is more significant than 
	I originally had anticipated.   But, as mentioned over the phone, 
	I will refer you to note 2754 of the HUMANE::DIGITAL notes file, 
	for more insight on the morale issue.

	One question which I feel is really appropriate to answer at this 
	time,  is the question of the reputed new $26,000 rug in 
	Mr. Palmer's office.   Is this in fact true, how new is the rug, 
	and of what is it made?    Given the morale mire that this 
	tuition issue has landed upon us, I hope you will understand that
	this is really not an idle question to ask at this time.
	

	Once more thank you for the courtesy and receptiveness which
	you extended to me in our telephone conversation this afternoon.
	I would also like to thank you for the initiative you expressed
	in ensuring that communication on this very touch tuition 
	matter is improved in the near future.

			Tiph


Per phone call... my letter of Oct 29th to Mr. Farrahar.

      [repetition of note 2754.19 omitted]
    
    

    
    
    Have you....
    
    1)  responded to Dick Farrahar (V.P. of H.R.) memo?  
    	(See note .1 and bottom of .19 for addressee)
    
    2)  presented your objection to the SLT memo to cut educational
    	assistance, to your cost center manager?
    
    
    3)  raised this issue also with your designated Human Resources person 
    	or H.R. manager?
    
    
    4)  followed 2) and 3) up in writing?
    
    
    5)  contacted Jose Ramirez - DTN: 223-9584 or Rick Reisenberg - DTN:
    	223-9548 who are gathering input for the H.R. V.P. on this edict?
    	(see note .55 - thanks Dave)
    
    
    6)  followed up writing on 5) to ICS::RAMIREZ_ER or IAMOK::RIESENBERG?
    	(see notes .53 and .55 - thanks Thomas and Jody)
    
    
    7)   hugged your fica plant today?
    
    
    The word (objection) to this has to get out to the right places
    to make a difference.
    
    Any other ideas or anything I left out, please post or let us know.       
    
    Holly and I have gotten a _tremendous_ response for requests
    to be put on the dist list, so much in fact that we are still
    compiling.    Will be in touch soon.    Thanks and Good job everyone!
    
    	Tiph
    
    
    
    
    

    This decision catches me about halfway through my BSCS program at
    Arizona St.  While the decision is annoying, I will continue taking as
    many classes as I can afford.  This decision is a statement of DEC's
    current priorities.  It also happens to be one of the few times in my 
    13 years here that our priorities don't agree.  This decision sure affects 
    the view of the loyal employee wanting to invest back into the company,
    after the company pays for the employee's education.
    
    regards,
    Mike

    I believe that all of us are concerned about cost cutting
    here. Given the state of the company it is not to much
    to ask that the tuition program be postponed, not canceled,
    until June. It is another sacrafice to help the company
    turn itself around. Everyone is affected by this decision.
    Sure its tough to swallow but perhaps you would have preferred
    a 10% salary cut rather then have tuition postponed until June?
    When people finally realize what shape this company is really in
    the postponement of tuition is a small price to pay to  keep 
    80,000 + jobs. Judging from some of the other responses I think
    many people just don't get it yet.
    
    			-Jim-
    			-Jim-

    
    
    I'm usually a read-only person but here goes.
    
    
    
    Our problem is not costs.  If you've read any analysts comments you
    would know that they are quite impressed with Digital's cost cutting
    efforts.  We're not there quite yet, but that's due mostly to the
    fact that we are still overstaffed.
    
    
    Our problem right now is revenue.  If you recall back when our 
    Q4 numbers came out analysts were pleased with our numbers but
    each and everyone of them pointed at our revenue and stated that
    until we improve this number they will not feel confident about
    DEC.  This is the reason our stock is stuck in the mud,  it's not
    our costs anymore.  Can't any of the martyrs understand this?  
    
    Revenue is only going to continue to decline with our moral.  We
    are going to be faced with the attrition of some of our more talented
    employees, and we are never going to be able to attract external
    hires when we do not offer such a basic benefit.  
    
    
    I'm sorry,  I am biased because I too recently started an MBA program,
    but I do not believe this cut will result in any benefit to Digital.
    I've written Dick Faharrar with these comments and I'm holding my
    breath waiting for corporates change of mind.
    
    
    
    Tom
    

Bob Palmer has stated a set of core values for Digital, with one of three
basic objectives being:

   o  to create and sustain an environment for all employees in which we treat
      each other with respect and value our individual and cultural
      differences; communicate honestly and openly; reward excellence as
      essential to company success; develop our capabilities and continually
      learn.

It seems to me that cutting off external college reimbursement runs contrary 
to the fundamental objective for employees to develop our capabilities and
continually learn.

RE: .50

I did read his note on "core values" and I would like to point out a few
specifics: Please see the section on Excellence. The last line says it best:

   o  We aim to be the best and excel in every area in which we choose to focus
      our attention.  We will settle for nothing less.

Please see the section on Innovation. On point says:

   o  We make elegant and successful use of existing and new techniques to
      create new business solutions, products and services for our customers'
      requirements.  

Please see the section on Customer Success. Again, the last line says:

   o  All of our efforts and decisions are relentlessly focused on maximizing
      our ability to understand and respond to their needs and expectations.

In my mind, each point would only support education programs to their fullest
potential. To be the best, to build on knowledge for inovation and for more
complete understanding of customer situations, education is key.

Education was one of the things that made Ken Olsen's Digital great. We were
always linked to MIT work (from DEC's early days with project Whirlwind to
now with the Media lab, Motif GUI and CRL). We hired lots of college grads to 
infuse us with new ideas and thinking. We trained our employees to maintain an 
up-to-date workforce and we used education as a reason why someone would want
to work for Digital in the first place. We were the best because we hired and
trained the best. We succeeded in spite of our ability to sell, as they said
of the time, "Digital products sold themselves".

Yes, it is a new Digital now, yes we do need to re-focus ourselves but lets
not throw out what we did well in the past...

Since this education question can be linked with "core values", perhaps the
person most suited to look into this would be Win Hindle, VP, Office of Quality,
Ethics and Business Practices? Education surely is in the domain of quality
and business practices, and maybe ethics too.

Craig Schomp.

    I, too, have been stung by this decision.  I have an Associates degree
    and after a loooong break finally decided to continue on towards a
    BSCS.  Suddenly, the rug has been pulled out from under my feet.
    I will pick myself up and attempt to continue along at a much slower
    pace, paying for the courses myself.  A memo to the individuals listed
    in previous replies will be sent today.

    Also, a co-worker recently moved into a new position within her group.
    This position requires a bachelors degree and her manager made her
    submit a letter stating that she would work towards obtaining that
    degree (i.e., Job Required).  She wrote the letter assuming that
    Digital was going to pay for her courses.  Now that Digital is no
    longer going to pay for her courses, will she still be required to get
    the degree???  Looks like she should have hired an attorney to review
    her letter of commitment before submitting it.  In hindsight she should
    have worded the letter to include Digital's commitment to reimburse
    her.

    Finally, regarding internal training.  I will bet I get 10 to 12
    announcements each week from the internal training group here at CXO.
    I usually look at the topic and 99.9% of them are deleted without
    reading any forther.  So, what's the point?  Well, some of the subjects
    that are offered here are things like...

	Beginning French
	Beginning Spanish
	Beginning German
	Advanced German
	Effective Negotiating
	Collaborative Politics I
	Collaborative Politics II

    You get the picture.

    Of course, these courses are offered during the day, so not only does
    it cost Digital the $1000 (or whatever it is, I believe that figure is
    close), but also the cost of paying the employee to not be at their
    job.

    These are the kinds of things that need to be cut (IMHO).  Not
    undergraduate/graduate courses that can only help employees be more
    productive for Digital.

    Ron

Note 2754.63       EXTERNAL COLLEGE REIMBURSEMENT IS NO MORE!           63 of 67
                            -< small price to pay >-
--------------------------------------------------------------------------------
RE: .63
GLDOA::KATZ "Follow your conscience"                 14 lines   2-NOV-1993 08:32

>    I believe that all of us are concerned about cost cutting
>    here. Given the state of the company it is not to much
>    to ask that the tuition program be postponed, not canceled,
>    until June. It is another sacrafice to help the company
>    turn itself around. Everyone is affected by this decision.
>    Sure its tough to swallow but perhaps you would have preferred
>    a 10% salary cut rather then have tuition postponed until June?
>    When people finally realize what shape this company is really in
>    the postponement of tuition is a small price to pay to  keep 
>    80,000 + jobs. Judging from some of the other responses I think
>    many people just don't get it yet.
>    
>    			-Jim-

	Ok Jim, I'll bite.  Since you feel this errosion of your benifits are
such a small price to pay, what do you say we just "postpone" the health care
benefits your receiving.  You can keep the same insurance you have but Digital
will no  longer contribute any mony towards it.  Next July we'll "review" this
program.  What say you Jim, surely with the state of the company the way it is
you'd be more than willing to give up this benefit too?  And if you think
we're saving big on the tuition stuff, just wait to see how much money we're
gonna save on health care...

 - Bob

	Don't laugh, this might be next!!!

    re .63:
    
    I think your argument might have more weight behind it if there weren't 
    still so much crap spending around.  For example, I work in AKO2.  There's
    a scheduled shuttle van between AKO2 and AKO1 - AKO1 is the next building 
    over, and about 1/4 mile away.  So that shuttle consumes a full time
    driver and a van. 
    
    Digital is remodelling LJO2 to the tune of $1-2M.
                          
    There is still a lot of office shuffling going on.  For example, the 
    group next to mine just moved here from MRO.  Last I'd heard, MRO
    wasn't closing.   Apparently the drive is far longer for all but a
    couple people in the group.    
    
    Furthermore, people entered degree programs with the agreement of
    Digital that it paid for courses towards degrees.  Those courses
    are worth far more than the hundreds of "intro to MicroSoft Word"
    courses floating around that, as a previous noter mentioned, cost
    the company far more per student than degree courses.
    
    M

    	Below is the memo I submitted to Dick Farrahar, my management
    	and my personnel managment.
    
    	Thanks to Holly and Tiph for keeping .dis list regarding
    	this issue.
    
    	As a side note on "discretionary spending", rumor around ZKO
    	has it that they'll be completely remodeling at least two out
    	of the three lobbies.  Moving security desks and painting 
    	everything the 'new Digital burgundy'.  Thanks guys but keep
    	the blue and kindly give us tuition money instead.
    
    	Judy
    
    
    
    
    
+---------------------------+
|   |   |   |   |   |   |   |
| d | i | g | i | t | a | l |                    Interoffice Memorandum
|   |   |   |   |   |   |   |
+---------------------------+


To:  Dick Farrahar                               Date:  1-NOV-1993             
     Marty Spence                                From:  Judy Morrissey         
     Joanne Derr                                 Dept:  WHAT/USG
     Steve Jenkins                               Phon:  381-2253               
                                                 Mail:  ZKO3-3/Y25              
cc:  Steve Grass                                 Enet:  GOOEY::JUDY
     Tim Newhouse                                 


Subject:  College Degree Tuition Reimbursement Freeze

I was deeply disappointed and upset when I came in this morning and found
the memo regarding the college degree tuition reimbursement freeze.

I am presently a Sr. Administrative Assistant with the Windows, Hardware
And Tools group of USG at ZKO in Nashua.  I'm 25 years old and have been 
with the company for almost 7 years.  I have been very happy working for 
Digital.  I've had the opportunity to grow as a person and learn new skills
that I might not have had the opportunity to learn.  Over this past summer
I thought long and hard about where I wanted to go with a career.  I knew
that being an administrative assistant for the rest of my life wasn't what 
I wanted.  So with full support of my management and personnel, I enrolled in
New Hampshire College's Associates in Science for Business Administrative 
degree program.  I just started this past September and have completed only two 
courses.  I was just able to enroll for my third which will run for November
and December.  I received an 'A' in my Computer Concepts class and am expecting
the same in my Human Relations class.  I start my Introduction to Business 
class tonight.

While finally deciding to do this was a very scary step for me, once I made
it I got very excited about it.  The fourteen hour days are long, but I know
that I'll have achieved a very important goal by the time I finish this degree.
I'd like to possibly get into graphic design and layout work of some kind here
at Digital.  That, of course, would require more schooling after I receive my
business degree.

I'm a single female who makes $496 a week before taxes.  I live on my own and
am completely self-supporting.  I will be completely honest in saying that there
is no way I would have been able to go to school if it wasn't for the Digital
funding.  I've found that to be one of the best benefits Digital has been able
to offer it's employees.  It shows trust and confidence that the company has
in it's employees to do well in whatever they strive to do and that the company
supports them in these decisions to gain knowledge.  I've finally gotten to 
the point with my finances that I could open a SAVE account and put a little
more into my savings each week and don't feel so stressed out in having to live
from paycheck to paycheck.  I know that there would be no way for me to afford
to pay for my schooling.

Now I'm being told that this opportunity is being taken away from me.  Even if
it is for a short amount of time, that's 6 months I lose in education and will
have to get my psyche back into "school mode" after being away from it for so
long.  It took a lot of willpower for me to make the commitment to start towards
this degree, I don't want to have to start over again.  And that's only *if*
the decision is made to re-instate the tuition reimbursement program.

I am personally asking you to reconsider this decision.  I know it is going to
impact a great many people as well as myself.

    >
    >  o  to create and sustain an environment for all employees in which we treat
    >     each other with respect and value our individual and cultural
    >     differences; communicate honestly and openly; reward excellence as
    >     essential to company success; develop our capabilities and continually
    >     learn.
    
    
    "respect"?  "value"?  "honestly"?  "reward"?   - Sorry, I don't
    believe those words.
    
    re .63:
    >        ...Judging from some of the other responses I think
    >   many people just don't get it yet.
    
    Yep, BP and the VPs.
    
    
    A letter expressing my frustration with this "policy" will soon be
    forwarded as suggested.
                       
    

    Many of you, as I am, are feeling that much of the work and time already 
    put toward a degree program has been wasted.
    
    Let's be extremely optimistic and assume that reimbursement will be
    reinstated in June.  How many of you have enough confidence in
    Digital's commitment to continue your program further and possibly have
    this taken away again? 
    
    I think I would cut my losses.
    
    BS

Hypothesis: a company that aspires to be world class, best in class 
(or whatever buzz phrase we're using this week), in this industry 
must attract and retain the best and brightest.  

If this is true, then why is it that:

     o  Every time Digital cuts a new benefit, we get the PR gobbledygook 
        about being "in line with other companies in our industry 
        blah-de-blah-de-blah."

     o  Our R&D spending has been cut to the industry average.

     o  Our TFSO (parachute) payouts are industry average.

     o  Our salaries and raises have been carefully tabulated to 
        be within industry average.

     o  Our health benefits are (ahem) in line with industry average.

So, then, two questions: 

     1) Is it average in our industry to stop paying tuition 
        reimbursement?

     2) If everything we provide for employees is average,
        then how do we expect to attract and keep above average
        people?

If all we aspire to is "averageness" than we shouldn't be upset by 
break even results (or small profits one quarter and small losses
the next), and we should *rejoice* about the stock trading at book 
value (after all, you get out what you put in, right?).  Average should 
be good enough for our products.  Average customer service should be 
OK.  As long as we return an average number of phone calls from 
customers, we'll be OK.  If sales only pursues an average number of 
cold calls, then that should suffice to collect an average salary, yes?

What's wrong with this picture?  Like anything else in life, there
are no free lunches.  You treat your employees as average people,
you get average results.  Simple. 

My father had another word for average.  He called it half-assed.

Average is bad enough.  I think the tuition reimbursement cut
labels us as a *below* average company.  And before anyone flames
me with a "Digital, love it or leave it" bromide, understand that
I desperately want this company to succeed, and I'm not quite
ready to abandon that hope.

Glenn  

    
    Add me to the .dis also, please.   I'm half way thru a MSEE
    program with direct job applicability.  I sure hope this
    grass roots movement works, otherwise...  
    
    My thanks to you two folks assembling the list.
    
    Fred

RE:  .73

>>  Many of you, as I am, are feeling that much of the work and time 
>>  already put toward a degree program has been wasted.

I don't.  After this semester, I will have completed the five required
"warm-up" (for lack of a better word) courses in the program I'm in.
The courses that I've taken so far either have been valuable to my 
work, or would be if we had the corporate culture to take the time
to do things _right_ the _first_ time.

It's not the piece of paper at the end that is important--it's the
stuff that comes between enrolling for that first class and getting
the piece of paper that matters.  If you can use that knowledge to be
more efficient and produce better quality whatever, that benefits
Digital, and then the course material was worth it.  I'm not sure how
far you are into your program, but for me it _has_ been worth it, and
my argument to the SLT is that it will _continue_ to be worth it, if
those undertaking these courses are allowed to continue.

What I'm feeling is the "chomping at the bit"--I would like to 
finish the Masters' program in which I'm enrolled, and there are some
good courses that I'd like to take that I think would benefit Digital, 
but I may not be able to take them until Digital reinstates the tuition
reimbursement.  I'm disappointed and a bit angry that Digital is taking
such a short-sighted approach to this matter.

So to answer your second question, I'm halfway through the program, so
it wouldn't make sense for me _not_ to continue.

One more thing...re: .63

Some have already commented, so I'll keep this brief:

Read the comments from those enrolled in these programs.  We do "get 
it"--all too clearly, and we don't agree with it.

--Glenn--

    DAMN THE TORPEDOES - FULL SPEED AHEAD....
    
    For me, the tuition reimbursement suspension (temporary HAH !) will not 
    impact my plans. I have been working steadily towards a BS in Marketing
    for the last three years and WILL start my last two courses as planned
    tonight. I view this as a minor yet inexcusable bump in my own personal
    financial plans which may or may not include a lengthly future with 
    Digital. I do appreciate the significant contribution bestowed upon me
    but am left to wonder why it was done. I will have paper in hand in 
    the early part of next year which makes me more competitive in the 
    external marketplace.   
    
    This is no longer the company that many of us came to some number of
    years ago.  For me, 6, and many years of growing up watching from the 
    outside. This is a changed company in a changing marketplace and from 
    the tone of many of the notes lately rapidly becoming an us and them
    company. 
    
    IT MUST STOP ! We are chewing ourselves up from the inside. The
    Communications process in the way this freeze was handled is beyond
    reproach. Obviously in the eyes of some people the workforce counts
    for little or nothing. We have seen nothing in the way of plausible 
    explanation nor do I really expect to see anything. As I stated
    earlier.. US and THEM. It is sad that when we talk of teamwork and 
    constant communication and involvement we contradict ourselves in the
    delivery. We are supposed to be becoming customer driven and involved 
    in the customers process but if we are delivering mixed messages of 
    this type it will not be long before the very important customer base
    achieves a very damaging and long-term perspective.
    
    We, the workforce, are customers of Senior Management in that they set
    direction and we power the engine that moves the ship. If we are
    not getting what is important to continue the movement we will begin to 
    turn in circles and eventually stop. Management is supported by workers 
    as functional elements and also as shareholders with voting capabilities
    in effect, our customers. We want to support our managers and make them
    and us successful. We want to be excited and competitive, we want to do 
    what is right and do what needs to be done but we must do it TOGETHER.
    In plain sight, no propoganda, no BS, we are adults and need to be
    treated as such. We must work as a cohesive TEAM driven towards common
    goals for without teamwork, no amount of direction setting will be 
    accomplished. 
    
    I am looking forward to the shareholders meeting as it should be a
    dandy. I only hope that this issue does not cloud the deeper and more
    important issues of the state of the company. I am sure that this will
    be only one of the many vociferous issues our leaders will have to
    face.    
     
    "OPTIMISM IS A FORCE MULTIPLIER"- Gen. Colin Powell
    
    MOVING FORWARD .. EXPEDITIOUSLY ----- Dave 
                 
    
    
    
    I can't wait to hear the questions from the stockholders meeting. 

	        The Lesson Covered
	
	The great lesson at home is the value of schooling,
	The studies and classes that home cannot supply.
	
	The great lesson at school is the value of learning,
	Of minds and theories that I, myself, could not devise
	
	The lesson at work is the great value of skimping,
	"School adds no value, and cannot make us thrive."
	
	In this war of invention, of constant contention,
	Show'r the forces with tools, and leave wooden floors
	exposed!
	
	-Austin Winkleman
	5 hours to go in my Master of Information Management degree...
	

    To be added to the .dis list, please send mail to CDROM::Hendricks.
    I did get the requests from the last few notes about being added to the
    list, so you should be all set.
    
    Tiph and I mailed out an 800 line memo that is full of resources of
    various kinds.  If you haven't seen it and want a copy, please send
    mail to the above node and ask for "Memo #1".  We will automatically
    add you to the .dis list if you request this unless you specifically
    ask us not to.
    
    I would post the memo here, but fear that I will kill too many trees
    with an 800 line memo and so many batch extraction processes being used
    for notes.
    
    The key contact people mentioned in the memo are as follows (this is
    just an excerpt):
    

    Write letters to your:
	Supervisor
	Cost center manager (very important, these get forwarded upwards)
	3rd and 4th level managers
	Human resources person	(often supports cost center manager)

    Send your letter to Dick Farrahar's office.
        Key contact people there who are collecting data on this for 
	Dick Farrahar:

	Jose Ramirez	Worldwide HR	223-9584  @MSO or ICS::RAMIREZ_ER
	Rick Riesenberg 		223-9548  @MSO or IAMOK::Riesenberg

	* If you call them, be sure to follow up with them IN WRITING.

    Send your letter to the people whom Dick Farrahar copied on his
    original memo:

    	Hope Greenfield, Manager, Worldwide Development & Learning
		@MLO or MILPND::
	Ralph Christensen, HR for Bill Strecker (Engineering VP)
		@LJO or LJSRV2::
	Bob Clark, HR for Charlie Christ (Storage VP)
		@MLO or MEMIT::
	Peg McQuade, HR for Larry Cabrinety (VP Components and Peripherals)
		@DSG or ROYALT::

    Identify your VP and their Human Resources person from Appendix C
    below, and copy them on your letters.

	People in engineering should note that there is a whole
	team of people whose job title includes "excellence" who
	report to Bill Strecker!

    Consider copying Tiph and Holly on your letters.
	In subject field please put:
		Letter re: tuition - can be distributed freely
		Letter re: tuition - can be distributed anonymously
		Letter re: tuition - do not distribute

    Consider posting your letter(s) in the Digital notesfile, #2754.


-----------------------------------------------------------

APPENDIX C:

(Note - I used the SEARCH command to pull out every line containing the 
strings VP, Human Resources, Excellence, Learning, or Training.  This is 
extracted from the longer list that is maintained by Stan Garfield @OHF of 
"Key Contacts".   I asterisked a few that looked important.    -hh)


== SENIOR LEADERSHIP TEAM ==
Bob Palmer, President & Chief Executive Officer
      Gresh Brebach, VP, Digital Consulting
      Larry Cabrinety, VP, Components & Peripherals
      Charlie Christ, VP, Storage
*      Dick Farrahar, VP, Human Resources
*    	Ellen Glanz, Human Resources Manager, Human Resources
*	Ron Glover, Manager, Corporate Employee Relations and Diversity
*      Win Hindle, VP, Office of Quality, Ethics and Business Practices
      Ed Lucente, VP, Worldwide Sales and Marketing
    	Bobby Choonavala, VP, Asia/Pacific and Americas (APA) Sales and
    	OPEN, VP, European Sales & Services & President, Digital Europe
    	Russ Gullotti, VP, U.S. Sales and Services
    	Paul Kozlowski, VP, Communications, Education and Media
    	John Klein, VP, Consumer, Process, and Transportation
    	Frank McCabe, VP, Discrete Manufacturing & Defense
    	Bruce Ryan, VP, Financial, Professional and Public Services
    	Willow Shire, VP, Health Industries
      Ed B McDonough, VP, Manufacturing & Logistics
      Enrico Pesatori, VP, Personal Computer Business Unit
      John Rando, VP, Multivendor Customer Services
      Tom Siekman, VP, General Counsel
*      Adriana Stadecker, VP, Executive Operations
*    	Henry Ancona, VP, Business Planning and Operations
*    	Hope Greenfield, Manager, Worldwide Development & Learning
      Bill Steul, VP, Chief Financial Officer
    	Dan Infante, VP, Information Management & Technology (IM&T)
    	Ilene Jacobs, VP, Treasurer
    	Tom McEachin, VP, Corporate Audit
    	Vin Mullarkey, VP, Corporate Controller
*    	Geoff Sackman, Human Resources Manager, Corporate Functions & Finance
      Bill Strecker, VP, Engineering & Chief Technical Officer
    Juan Rada, VP, Alliance Development, Negotiation and Strategic Acquisitions
== END OF SLT ==


MANUFACTURING & LOGISTICS MANAGEMENT (MLM) - Ed B McDonough, VP
    Worldwide Manufacturing - Dan Jennings, VP
    Worldwide Logistics - Jim McCluney, VP
    Human Resources - OPEN

WORLDWIDE SALES AND MARKETING - Ed Lucente, VP
    Alpha AXP Program - Bud Enright, VP
    Communications - Charlie Holleran, VP
    Worldwide Corporate Sales Operations - Ron Bunker, VP
      Human Resources - Madelyn Clark-Robinson
    Worldwide Channels - Dick Poulsen, VP
    Asia/Pacific and Americas (APA) Sales and Services - Bobby Choonavala, VP
    U.S. Sales and Services - Russ Gullotti, VP
    Communications, Education and Media - Paul Kozlowski, VP
    Consumer, Process, and Transportation - John Klein, VP
    Discrete Manufacturing & Defense - Frank McCabe, VP
    Financial, Professional and Public Services - Bruce Ryan, VP
    Health Industries - Willow Shire, VP
    Finance - Tony Wallace, VP
    Human Resources - Bob Mulkey, VP
    Law - Cary Armistead, VP

ENGINEERING - Bill Strecker, VP
*      Leadership Excellence - Al Avery
*      Customer Value Excellence - Alice Caldwell
*      Development Excellence - Ellen Salisbury
*      Planning Excellence - Bill Zimmer
*      Management Excellence - Paul Cole
*      Organization Excellence - Joey Hiss
*      Partnership Excellence - Kathy Jensen
*      Operations Excellence - Ken Schultz
*      Learning Excellence - Chris Strutt
    Shared Engineering Services Group - Sharon Keillor, VP
      Human Resources - Pat Fleming
    Research - Sam Fuller, VP
      Human Resources - Dave Person
    Semiconductors - Ed Caldwell, VP
      Human Resources - Fred Prickett
    Computer Systems Group (CSG) - Bill Demmer, VP
      Digital Windows NT Program - Jesse Lipcon, VP and CCE
      OpenVMS Development - Don Harbert, VP
      Alpha & VAX Servers - Pauline Nist, VP
      Alpha Personal Systems - Willy Shih, VP
      Alpha AXP Systems Development - Don Harbert, VP (acting)
      UNIX Marketing - John O'Keefe, VP
      Human Resources - Maritzie Rudden
    Networks - Larry Walker, VP
      Network Operating Systems Group - John Adams, VP and Vijay Thakur
      Human Resources - Annette Albright
    Groupware - Dennis Roberson, VP
      Human Resources - Ed Cotter
    Information Systems Software - Rose Ann Giordano, VP (acting)
      Marketing - Rose Ann Giordano, VP
      Human Resources - Ed Cotter
    Systems Engineering - Mahendra Patel, VP and CCE
      Digital Consulting Technology & Systems Engineering - Hans Gyllstrom, VP
      Achieving Engineering Excellence (AEE) Program - Steve Langdon
      Human Resources - Jim Gerraughty
    Product Marketing - Bob Jolls, VP
      Human Resources - Maria Lombardo
    Technical Director - Bob Supnik, VP and Senior CCE
    Finance and Operations - Pat Spratt, VP
    Human Resources - Ralph Christensen

COMPONENTS & PERIPHERALS BUSINESS UNIT - Larry Cabrinety, VP
    U.S. - Dennis Albano, VP
    Technical OEM Business (TOEM) - Dick Heaton, VP
    Component OEM Business (CpOEM) - Jim Willis, VP
    Mass Merchandising - Patrick Sullivan, VP
    Human Resources - Margaret McQuade


STORAGE BUSINESS UNIT - Charlie Christ, VP
    Human Resources - Bob Clark

PERSONAL COMPUTER BUSINESS UNIT - Enrico Pesatori, VP
    Product Management and Product Development - Duane Dickhut, VP
    Business Strategy and Planning - Dick Fishburn, VP
    U.S. Sales and Marketing - Harry Copperman, VP
    Europe - Bernhard Auer, VP and General Manager
    Human Resources - John McCarthy
    Law - Tom Grilk, VP

COMMUNICATIONS, EDUCATION AND MEDIA (CEM) CBU - Paul Kozlowski, VP
    Communications - Mike Thurk, VP
      Higher Education and Community Learning - Michael Padovano
      Publishing/Newspaper Group - Bob Farquhar, VP
      ValleyNet - Charlotte Frederick, VP
    U.S. - Al Hall, VP
    Human Resources - Karen Corburn

CONSUMER, PROCESS, AND TRANSPORTATION CBU (CPT) - John Klein, VP
    Consumer Packaged Goods (CPG) - Eli Lipcon, VP
    Utilities - Patti Foye, VP
    Retail/Wholesale - Abbott Weiss, VP
    U.S. - Roger Rose, VP
    Europe - Sergio Giacoletto, VP
    Human Resources - Libby Finn

DISCRETE MANUFACTURING & DEFENSE (DMD) CBU - Frank McCabe, VP
    Automotive & General Discrete Industry Group Segment - Bob Sudkamp, VP
    U.S. - Tom Colatosti, VP
    Europe - Wolfgang Jaeger, VP
    Human Resources - Frank Moellhoff

FINANCIAL, PROFESSIONAL & PUBLIC SERVICES (FPPS) CBU - Bruce Ryan, VP
    Development and Learning - Bob Schaumann
    U.S. - Bob Russell, VP
    Europe - Per-Olof Loof, VP
    Human Resources - Carolyn Carder

HEALTH INDUSTRIES CBU - Willow Shire, VP
    U.S. - Mike Howard, VP
    Learning Programs - Betty Bailey

MULTIVENDOR CUSTOMER SERVICES (MCS) BUSINESS UNIT - John Rando, VP
    Hardware Product Services (HPS) Business Segment - Art O'Donnell, VP
    Software Product Services (SPS) Business Segment - David Creed, VP
    Operations - Peter Mercury, VP
    Sales and Marketing - Janet Wallace, VP
    Service Delivery and Engineering - Al Snyder, VP
    U.S. - John Paget, VP
    Europe - Gianni Messora, VP
    APA - Don Herbener, VP
    Human Resources - Rob Ayres

DIGITAL CONSULTING - Gresh Brebach, VP
    Strategic Services - Ron Bohlin, VP
      Learning Services - Jim Malanson (acting)
    Integration Services - Rich Linting, VP
    Operations Management Services - Robert McNulty, VP
    Technology and Systems Engineering Group (TSEG) - Hans Gyllstrom, VP
    U.S. - Max Mayer, VP
    Europe - Herman Oggel, VP
    APA - Kannankote Srikanth, VP
    Human Resources - Cathy Welsh

OFFICE OF THE GENERAL COUNSEL - Tom Siekman, VP
    Worldwide Sales and Marketing Law Section - Cary Armistead, VP and 
    Business Law Section - Tom Grilk, VP and Assistant General Counsel
    Human Resources - Barbara Hopland

U.S. AREA - Russ Gullotti, VP
    Dennis Albano @DSG, U.S. Components & Peripherals VP
    Tom Colatosti @OFO, U.S. Discrete Manufacturing & Defense CBU VP
    Harry Copperman @OGO, U.S. PC Sales and Marketing VP
    Al Hall @COP, U.S. Communications, Education and Media CBU VP
    Karen Howard @MRO, U.S. Sales and Service Group Human Resources Manager
    Mike Howard @MRO, U.S. Health Industries CBU VP
    Ed Kamins @MRO, U.S. Channels VP
    Max Mayer @MRO, U.S. Digital Consulting VP
    Tony Morris @DCO, U.S. Government Office VP
    John Paget @MRO, U.S. Multivendor Customer Services VP
    Scott Roeth @MRO, U.S. Sales and Marketing VP
    Roger Rose @ACI, U.S. Consumer, Process, and Transportation CBU VP
    Bob Russell @SCO, U.S. Financial, Professional & Public Services CBU VP
    Bob Schmitt @MKO, U.S. Marketing VP
    Dave Spratt @MRO, U.S. Finance and Operations VP


    John Paget @MRO, U.S. Multivendor Customer Services VP
      Frank Branca @OFO, Eastern Region VP
      Alan Croll @COP, Southern Region VP
      Mike Jackson @SCA, Central Region VP
      Willie Hooks @WRO, Western Region VP
      Joe Patrnchak @MRO, Human Resources Manager
    Max Mayer @MRO, U.S. Digital Consulting VP
      John Fischer @PCO, Outsourcing VP
      Dick McCarthy @PKO, Learning Services Manager
      Malcolm Jones @WRO, Customer Engagement Process Program VP
      Rick Distasio @DCO, Operations and Government PSCs VP
      Bob Burke @OHF, U.S. Territory PSCs VP
      Len Costa @MRO, Human Resources Manager
    Al Hall @COP, U.S. Communications, Education and Media CBU VP
      Ruth Gaines @COP, Digital Consulting VP
      Wayne Redmond @RDO, Human Resources Manager
    Roger Rose @ACI, U.S. Consumer, Process, and Transportation CBU VP
      Ron Wolf @ALF, Digital Consulting VP
    Tom Colatosti @OFO, U.S. Discrete Manufacturing & Defense CBU VP
      Tony Morris @DCO, Defense Segment and Government Programs VP
      Jamie Toale @OFO, Human Resources Manager
    Bob Russell @SCO, U.S. Financial, Professional & Public Services CBU VP
    Mike Howard @MRO, U.S. Health Industries CBU VP

*    U.S. Human Resource Leadership Team
	Walt Chaffin @HSO
	Harvey Jones @AKO
	Katy Linehan @OGO
	Alan Zimmerle @CWO

    Scott Roeth @MRO, U.S. Sales and Marketing VP
      Rita Foley @NYO, Northeast RMC VP
      Robert Cartwright @COP, Mid-Atlantic RMC VP
      Frank Bowden @SCA, Southern RMC VP
      Dave Salmi @ACI, Central RMC VP
      Cecil Dye @WRO, Western RMC VP
      Brian McDonald @MSO, Human Resources Manager
      Bob Schmitt @MKO, U.S. Marketing VP
      Ed Kamins @MRO, U.S. Channels VP
    Dave Spratt @MRO, U.S. Finance and Operations VP
      Lisa Brown @MRO, Human Resources Manager

DIGITAL EUROPE
    Peter Smith, VP, Marketing, Sales and Business Operations - Europe

ASIA/PACIFIC AND AMERICAS
    Digital Consulting - Kannankote Srikanth, VP
    Multivendor Customer Services - Don Herbener, VP
    Human Resources - Jerry Loporto
    Finance - Bob Hult, VP

LEARNING SERVICES PSC		  Dick McCarthy		 223-5398	@PKO

MANAGEMENT/IT CONSULTING PSC
   Operational Excellence	  Steve Townsend	 566-5764	@TFO

US DIGITAL CONSULTING HQ
   Operations
      Training			  Mary Ellen Brantley	 385-2605	@ALF

   Technical Services Group
      Engineering Excellence	  Mitch Tseng		 264-1337	@MKO

   Human Resources & Development  Len Costa		 297-2202	@MRO



--------------------------------------------------------





    

    
    
    
    
    I was just informed about another key person for people in engineering
    to communicate with.  This would include anyone who reports into
    Strecker's organization, including people in IDC (documentation and
    training).
    
    Tom Gannon reports to Bill Strecker and is in charge of 
    
    	=-= Strategic curriculum for technology and engineering =-=
    
    Extracted from his ELF entry:
    
    Phone:  226-2313,226-2314  FAX: 226-2302  
    Intrnl Mail Addr: LJO2/E4
    Location:  LJO  	Node:  RDVAX  	Username:  GANNON
    Org Unit:  CORP RESEARCH & ARCH,  Tech. Planning and Development,
    Corporate Research  
    Position:  Director
    

>> Average is bad enough.
    
    Hey, be careful.  Half the people in the world are below average.
    

    
    re:
    
>    Hey, be careful.  Half the people in the world are below average.
    
    Not necessarily. Half the people in the world are below the median.
    There may be less than or more than half below the average.
    
    Dave
    

    I can't help opining that your viewpoint is, as ever, skewed.
    
    :-)
    
    (hey, no quartile asked or given.)
    
    (OK, so I have a bad case of curt-osis.)
    

    re .68
    
    I do not believe that you can make a valid comparison 
    between health care and tuition. The way things are going
    here we will be be lucky to be a company of 75,000
    in a years time. We all need to realize the severity of
    the problems facing us. Tuition postponement is such a small
    price to pay to keep us in the ballgame.
    
    			-Jim-

    
    .84
    
    Jim,
    
    The song remains the same..aye ?  Tuition postponement of this nature
    will not only delay a lot of peoples plans, it will have an impact on 
    the schools where Digital people are enrolled. For the most part they
    are already aware and are formulating responses. BTW, some of these 
    schools happen to be our customers as well. GREAT way to get some real
    negative press. Even in baseball, before the pitchers arm is worn out 
    TRAINED pitchers are warming up, and TRAINED batters are on deck. Do we 
    really want to be viewed as the N.E. PATRIOTS of the computer industry?  
     
    If we continue to cut things on one end and increase them on the other
    then, yes, I agree with you, we will be a company of 75,000 and most 
    likely, fewer. We are already on our way there. Cuts of this type will
    only help in the attrition process. People will probably not
    leave in droves but they will leave and they will be replaced for the 
    most part, but, what has changed ? If the structure stays the same, the
    overhead costs will not change. So, what has been accomplished ? 
    
    Many companies have cut back on tuition reimbursement programs but 
    very few have suspended them altogether and very few handle the
    communications process in such a ludicrous fashion. This announcement 
    should have come from the Corporate Public Relations office, not from 
    the desk of an individual. I feel sorry for Dick F. if it was a mandate
    from his bosses to deliver the message in this fashion. He has got to
    be under a lot of pressure. 
    
    Yes, we are facing a lot of problems but cutting company-wide benefits 
    of this type is NOT the answer. The structure needs to change, we have 
    many groups competing against each other all trying to accomplish the 
    same results. This creates nothing but duplication and high expense. If 
    we are going to become more market driven, we must align ourselves to
    that end. In my eyes, we are a 60% consulting and 40% management
    company. Which means that we will have small wins that are very costly
    and in the end will have achieved INDIVIDUAL success stories that help
    the INDIVIDUALS to succeed. And, as a company, WE will never hear the
    customers message. 
    
    If we are truly going to be competitive in the global marketplace, we must
    look for the consistent messages within the channels that we elect to 
    serve. We MUST align our business structure to identify the needs either
    derived or developed and deliver the products and services with outstanding
    follow-up. The ONLY way to do this is to build an excited and highly
    motivated work-force that will habitually deliver the messages that 
    employees used to deliver and many still do. If we fail to do this the 
    people that want to be excited about going to work will continue to
    leave and we will end up funding the growth of the next generation of 
    growing companies and contributing to our own demise.
    
    Dave
    

    re .85
    
    I see no reason to insult the New England Patriots.
    
    :-)
    
    Marv
    
    P.S.
     For non-U.S. readers, the Patriots are the regional entry in the
    National Football League.  They have been known for inept management,
    meddling ownership and an incredible string of poor performances.  I
    must also note that I have confidence that they will rebound and regain
    their position as the leading supplier of networked computers, software
    and services.  Opps, I mean, their position as a winning, well-run
    football team.
    

>we're saving big on the tuition stuff, just wait to see how much money we're
>gonna save on health care...
>
>	Don't laugh, this might be next!!!
    
    In a sense we're already there.  Given the current choices and my
    experiences with CIGNA over the last 2 years, Opt-Out is looking better
    all the time.
    
    but that's another rathole,
    Mike

OPINION:

Digital has frozen tuition reimbursement because too many people are using
Digital's money to improve their resumes and hit the streets, most going 
over to competitors.   Freezing tuition reimbursement is expected to stop this.

COMMENTARY BASED ON ABOVE OPINION:

This "solution", of course, will have the opposite effect. Brain drain will 
now increase, since every other company in the world (even Wang!) offers 
tuition reimbursement, so good people have even more incentive to leave when 
comparing total compensation packages.

In a typical knee-jerk fashion, Digital shuts down the program, instead of 
doing something simple, like putting a contract in place that says if Digital
pays your tuition, you agree to work for Digital for "x" years, and if you
leave Digital prior to "x" years, you agree to pay back the tuition 
reimbursement.

OBSERVATION:

Notice that the standard "we're choppoing your benefits" verbage is missing 
this time around.   You know, the line thats goes, "after reviewing Digital's
tuition reimbursement program, and comparing it with similar programs offered
by other companies in our industry...blah...blah...blah..."  

CONCLUSION BASED ON ABOVE OBSERVATION:

Obvoiusly, our program is NOT consistent with the industry.   Consistent
with the industry is only applicable if it supports the management decision.

Sorry for rambling... but I feel better for having said it.

Bob

    
    bob,
    
      I'd say your observation is only partly right...
    
      My guess is that with the advent of TFSO,  lots more people 
    are going back to school and expenses are up.  I suspect the
    "improving their resume's and hitting the streets"  part is a
    secondary issue  that wasn't really  a part of the decision.  
    
      The thing that's surprising is just how small the cost to the
    company really is,  compared to other expenditures which have 
    been detailed in this conference...  
    
      Consider:  (All numbers are my SWAG's)
    
      With 44,000 U.S. employees,  if 10% of them are taking classes
    at an average of $500/semester,  the expense is roughly $2.2m each
    semester or $5m/year.
    
      Even if all the above numbers were doubled (20% at $1k/semester)
    the expense is still only $9m/semester  or $18m/year.  (Excluding
    any tax benifits which might offset this.)
    
    
    
    						-al

	My estimates of what this program was costing Digital were
	in the general ballpark of the previous note. On the other
	hand someone told me today that they heard the program was costing
	Digital 350mil/yr. Does anyone know the real cost?

joe

	I am also curious as to the real cost.  Part of me hopes that
	it is a large number.  If it isn't then we must really be in a
	desparate situation if we are cutting (postponing?) a relatively
	low cost benefit that is recognized as an area in which we want
	to invest in the long term.  Of course the other part of me hopes
	that it is a relatively small number so that the chances of
	reconsidering this decision will be greater.

	350million/year does seem a bit high.  Using this number, a quick
	calculation would indicate that we are spending around $4000/year
	per employee.  FWIW, I take 2 courses per year at WPI which equates
	to a bit over $3000/year.

	- Mark

    Well, there is always a GSL...GUARANTEED Student Loan
    
    I am caught too... was supposed to start Nov 19 on the last few courses
    for my degree...
    
    But I am determined to finish my education
    
    I am not happy with the decision
    I don't necessarily agree with it
    But I am not going to let Digital stand in the way of my personal goal
    of
    finishing my degree
    
    

    Dear Dick,
    
    Subject:  On Freezing Tuition Reimbursement
    
    I am frankly bewildered by this freeze.  I have always felt that
    tuition reimbursement was a smart investment on Digital's part.
    I'm working hard at earning a Ph.D degree that my development plan
    clearly shows helps me in my job.  Digital benefits from this and
    I benefit from this too.  Now it's being treated as a cost to be cut.
    Is the expenditures for tuition reimbursement so high that we're
    significantly helping the company to survive?  I'd like to know how
    much
    Digital spends on tuition reimbursement for college degrees.
    
    And I'm really ticked off by the timing of this freeze.  It couldn't
    come at a worse time.  Just when I was about to register for next
    semester, I must decide whether to get a loan, reduce my course load,
    or postpone my degree work altogether.
    
    Were other alternatives looked at like reimbursing at a 75% or 50%
    level,
    or ask schools for a discount in tuition by 15% or so, or announcing
    the
    start of the freeze to begin with the summer semester, or phasing out
    the
    program?
    
    Of course my view point comes from a vested interest in continuing
    tuition reimbursement.  But you must realize that those of us taking
    degree programs work very hard and make many sacrifices to earn these
    degrees, and in return, we expect to pay Digital back with our
    newly honed skills and experience.
    
    I'd really like a response to this memo.
    
    Regards,
    
    Stephen Rathmill

    

    Dick/Joes/Rick:
    
    I'm writing to express my concerns about the recent decision to
    freeze Tuition Assistance. Please reconsider this decision. I have
    been silent through the layoffs, reductions in benefits, and most
    recently the sale of the Westminster facility, but this decision
    really hurts! Particularly in my case, where I've already invested
    over $6000.00 of my money in technical training this year. 
    
    I fully understand business conditions. We have some great products.
    The market does not seem to be aware of that, so what few purchases
    they do make are from our competitors. I also understand that the
    DIGITAL will lose tuition assistance as a tax deduction. I think that
    it's a lousy decision and have notified my representatives of my
    opinion. But DIGITAL needs to understand that many of the critical
    changes we need to make as a company will be made by the people it
    currently employs. 

    What message are we sending to current employees, people like myself
    and my managers that have played by the rules set forth in the Orange
    Book? It reminds me of my school days when a teacher would threaten
    to punish the whole class for the actions of a few. Will DIGITAL
    freeze health insurance, or short term disability, or long term
    disability because some employees have taken advantage of it?  If the
    issue is truly that some employees have taken advantage of tuition
    assistance, then my contention is that the individuals and the
    approving managers must be reprimanded for it.  Policy makers can
    then learn from the experience and close the loopholes if they exist.
    
    While your memo states that the freeze is in effect through June
    FY94, what assurances can you give me that it will come off? Let's be
    honest with each other: the actions of this company over the last few
    quarters have not strengthened trust between employees and the
    corporation. This is yet another reduction in benefits. 

    What message are we sending to prospective employees of DIGITAL? If I
    were an engineer looking for work here, I would be very concerned
    that I may not be able to keep my skills current, so I would either
    have to negotiate a wage about $3000.00 higher to cover the
    difference, or plan on leaving DIGITAL within 2 to 3 years for a
    company that is willing to invest in the betterment if its employees.  
    
    Finally, this decision sends a terrible message to colleges and
    universities that provide the courses and campuses that we attend. My
    current class is about 50% DIGITAL employees. Needless to say, if
    enrollments drop off so do programs, teachers and support staffs. I
    can't see how this would help DIGITAL's image in the educational
    market.

    In closing, I implore you to reconsider this decision. It is
    ill-advised and short sighted. 
    
                    
                                        Sincerely
                                        
                                        Thomas H. Marrone
                                        DTN 241-4600


    

[Permission given by the author to post it here.]
=================================================================================
From:	FUJISI::ENGLAND      "NAME "Ben England DTN 285-2422 What, me worry?""  
3-NOV-1993 15:01:00.80
To:	ICS::RAMIREZ_ER
CC:	decesare, delni::mills, macgregor, england
Subj:	RE: Tuition freeze

As a former beneficiary of tuition reimbursement who is not planning to 
take courses in the near future anyway, I wanted to get my 2 cents in on 
the tuition reimbursement freeze.

With all the rhetoric going on in the notes files, etc, I'll just propose 
a simple compromise.  I think that full reimbursement and no reimbursement 
are two extreme solutions, and that DEC can still get the benefits of the 
tuition reimbursement program without some of the excessive costs if we 
make tuition reimbursement "partial".  We could allow students who qualify 
(who are performing well in their current jobs) to get partial tuition 
reimbursement (say 50-80% depending on financial status, etc.)  Students 
who are helping to pay for their education may well be more effective 
decision-makers in planning their education and may be more committed to 
seeing it through.  It certainly will get rid of any who are taking courses 
just because they are free.


I think that most people in DEC accept that times are not good and costs 
have to be cut, but I think that we have to look towards the future, and 
employee (re-)education is the only way that all of us here in DEC can keep
our jobs into the next century.

Incidentally, DEC should rethink the GEEP program's "re-entry" policy - 
I've seen at least a couple of cases where GEEP program graduates are 
treated as if they haven't changed, when in fact their skill set and 
experience has radically improved, and they need to be promoted and 
given positions in which their new-found skills can be acknowledged 
and rewarded.  DEC throws away the money it spends on GEEP otherwise,
because the GEEP graduate often finds him/herself cast back into the 
same old job or with no clear room for growth in career, whereas the 
graduate would be welcomed into any other company with a significant 
raise and increase in responsibility.  I know at least one who had to 
leave DEC almost immediately after getting a PhD from M.I.T because of 
the total mis-use of this individual's abilities.  This mistake alone 
probably cost the company on the order of $150,000 total + the loss of 
this individual's considerable abilities.

-ben england-

    
    
    	re: .92
    
    	All the power to you!  =)
    
    	Unfortunately, some of us don't have the financial means	
    	to continue without the Digital funding....
    

	Greetings,

	Like everyone else I can't believe what's going on with Digtial. I'm
	currently in a regester BS degree program in C/S at Clark "only taking:
	1 course per year". I haven't done an internal course for about 2
	years since I was taking a external degree program (my contribution
	back to Digital to cut expenses).
	
	I've just tried to call Jose Ramirez office, got the secretary and
	she wasn't aware of anything about the tuition info collection. This
	just stress what is going on within Digital today. No consistent 
	communication, ideas or goals. Just one that seems to be the only topic
	"CUT COSTS AT ALL COSTS", but as was stated as a serious side effect
	is that "ALL HANDS ABANDON SHIP". 

	It saddens me to think that my future may not include Digital. I really
	care about this company. I would like to think that if we were all 
	pulling together but with conflicting values flying around (ie: Upper 
	managment pay increases, the logo thing, ZKO lobby revamping, BP new 
	$26,000 carpet, etc..) it seems like the "Look out for yourself" is the
	 main theme.

	Well as was stated before I'll state again. I'm in a degree program 
	now and damit I'll be continuing it some how. I'll voice my opinions
	to those stated in this discussion and Pray to God that someone wakes
	up soon enough before it's too late...


	Thank all for listening...
	Mike W. (Westminster, soon to be gone)...
	

    
    
    	Among the other things that you could have listed was the selling
    	of the *WESTMINSTER* facility.  What a terrible shame.  I am a
    	former WESTMINSTER person and my group has been exiled to andover.
    	The pride we took in being WESTMINSTER people will never be
    	duplicated.
    
    	Good luck to you (and to all of us).  Hang in there!!
    
    
    			Art

I must have missed something - what new $26K carpet??

    2754.45 
    

    re .86
    
    the Patriots make the Detroit Lions look good
    
    HAHAHAHAHAHAHAHAHAHAHAHAHA
    
    

    re .96
    
    who said I could afford it?
    I said loan
    
    "Hello, bank?  Can you lend me money that I will have to spend years
    paying back?"
    
    It's awful to think I have to do this but I don't see another way. 
    However, I did write a letter too...
    
    
    

    re .86
    
    Brilliant observation Marv !!!!!
    
    I too look to a hopeful future. Lets hope nobody moves the team before
    the glory days return.
    
    Dave
    

    I own this space !!!
    
    :^)  
    
    Officially a .100 !!!
    
    DAVE
    

    I also wrote a letter.  Has anyone heard what the impact has been, if
    any?  I don't understand how they can do this.  Especially to employees
    who are already in programs.  The investment will now have been a
    waste.  I could better understand Digital saying "effective in July, or
    in a year, we be putting everything on hold".  but to wipe us out so
    abruptly is devestating.   I am hoping they will reconsider any change
    it to a compromise.  Maybe just reducing the benefit or splitting the
    cost.  I am also stumped as to whethter to go ahead and pay on my own
    through loans, if I can, with the hope it will be reinstated in July. 
    Somehow, I have little faith in digital right now.  What if I can find
    a way to pay until June and then they extend the freeze.....
    I will really be in a mess then.  Too bad I don't feel I could trust...
    
    Oh well.....
    

Rumor only.  No new carpet in BP's office....

t

    
    With my MS behind me I can certainly identify with the feelings
    expressed in this note.  I had a time limit for completing my degree 
    and with a full-time job, family, and house it was tough making 
    it under the wire.  Also  this policy could impact plans for next semester 
    and beyond as some courses are only offered during certain semesters.
    Being a temporary policy doesn't matter.
    
    I know its tough out there but companies look for motivated people and
    working toward a degree is a plus.  I gotta feel that there'll be lots
    of talent going out the door due to this policy.  
    
    Over the last 10 years I've worked for four companys and all 
    have/h/a/v/e/had tuition reimbursement.  But Digital was the only one 
    that required a "passing" grade.  The other three required a B or better. 
    I questioned then and I question now how a company can reimburse an 
    employee for getting a C in a course.  Let's change that policy first and 
    reduce the reimbursement amount to less than 100% before we eliminate
    the whole benefit.
    
    

    The following reply has been contributed by a member of our community
    who wishes to remain anonymous.  If you wish to contact the author by
    mail, please send your message to ROWLET::AINSLEY, specifying the
    conference name and note number. Your message will be forwarded with
    your name attached  unless you request otherwise.

    Bob - Co-moderator DIGITAL


Hi folks,

I apologize for this being anonymous, but I have some reasons for it.

Some people are under the misconception that freezing tuition is going
to save our jobs and keep our company going.  It may help a little
in the short term, however the long term results will be devastating as
people have already pointed out in previous replies.

In my time here, I have seen many injustices and flat out abuses of
this company.  For example, we have one person in our group who has been
out on short-term disability for literally 2 YEARS.  She comes back just
long enough to "be back" and then she's gone again.  Her reason for being
out is "stress leave."  Now if that isn't the biggest crock ever, I don't
know what is (I realize some people really need this type of leave and
I'm not making light of it.....but too many people are clearly abusing it).
Management has done absolutely nothing....maybe they're arms are legitimately
tied...I don't know.    

Lets talk about ways to save on money.  How about all the sales allowances
that are processed due to "misquotes".  Just today, a customer had to be
discounted by $75,000.  That's only ONE order folks.  I see many, many orders 
like this everyday......I know I know.....at least were GETTING orders!!!  Or 
how about Consignment orders, where we loan the customer a product to try out--
and then if they buy it, its sold at %50 OFF because its USED!!!!!

I'm just stunned that they are freezing/canceling tuition while so many
other areas need to be addressed and will save us a ton more money right
from the get-go.  It seems to me that they are trying to put a band-aid
on open heart surgury.

Regards.

I'm curious as to what the impact will be to the Colleges where Digital
has a large work force.  In Colorado the Technical Colleges and Universities
have a VERY large population of Digital Employees.  Someone told me that 
one of their upper level CS courses was 90% Digital folks.  This has got to
hurt these schools.  

I wonder if these Colleges would also be interested in voicing their
*potential* concerns to Digital.

Karen 

            .109

    how much do courses cost at this school you mentioned?

    here in the east, around massusstetes , most schools
    are privates, not state assisted, and they are very expensive, a course
    cost around 1300-1600 bucks, at MIT and Harvard it is almost 3000 bucks
    for just one course, this is graduate courses, undergrad probably the
    same or little less.  almost every one i seen here who goes to grad
    school either his/her company pays for it, or they have assistanship
    or fellowship from the school, or work as TA in the school.

    back west, example in California, there are many more schools that
    are good and state assisted, so one can afford more to pay for
    themselves to go to school compared to here in massssustes where
    schools are much more expensive.

    when i was hanging out west, i remember taking courses at USCB and 
    univ. of Washington (Seattle), the cost for one grad course was 
    round 250 bucks if my memory helps me out, that was 4 years ago, things
    might have changed now. 

    when i worked for EDS, they did not pay for school, not even books, so
    i paid for it myself, but the school i went to was not as expensive
    as the ones here (that was in Michigan), if  it was as expensive as
    the school i go to now here i might had seconds thoughts or waited
    untill i ship to a place were schools are less expensive.

    i heard that in Switzerland (?), schools are free for the citizens of
    the country, there you can go and get any degree you want, for as long
    as want, and it is all free. i think schools in America should also be 
    all free or at least not so expensive. but this is besides the point 
    now, i know, i just thought i mention it.

    \bye
    \nasser

Regis University is (I think) about 180.00 per credit hour, Colorado Tech is
about 130.00 per credit hour (both undergrad).  UCCS is about half but is not
a school that is real easy to attend if you have a full time job.  The
first two schools mentioned really are designed around working students
with evening classes etc..  

Oh yeah, don't forget the books, lab and student fee's!

	An incorporated company, like Digital, exists not for the 
	benefit of its employees, but for the benefit of its 
	stockholders.  


	Lets contemplate and consider this:

	What would happen if every employee, who is affected by the 
	elimination of tuition and who ALSO is a stock holder, used 
	their combined voting rights to pressure the BOD to reinstate 
	or at least reconsider the tuition benefit?

	The BOD might be a little more responsive to us irate stockholders,
	especially now that a number of board sponsored initiatives are
	before the stockholders; preferred stock being one of them.


						Just a thought

						Brian

    Arizona St. is a bargain at $80 per hour.

    
    Re: .114
    
    > Arizona St. is a bargain at $80 per hour.
    
    Bargain!!  That's a steal!!!  I way paying $40 an hour 27 years ago!
    My wife is now paying over $300 an hour!
    
    Steve
    

�    > Arizona St. is a bargain at $80 per hour.
�    
�    Bargain!!  That's a steal!!!  I way paying $40 an hour 27 years ago!
�    My wife is now paying over $300 an hour!

From:	OUTSRC::OUTSRC::HEISER "melodius volumeus maximus  04-Nov-1993 1126"  4-NOV-1993 11:30:04.43
To:	IAMOK::ICS::RAMIREZ_ER,IAMOK::RIESENBERG,DOHENY::MRGATE::"MLO::DICK FARRAHAR"
CC:	LEADER,SWAM2::REEVES_JU,CDROM::HENDRICKS,STAR::WORLEY,HEISER
Subj:	Tuition Reimbursement

The news of the tuition reimbursement "freeze" has come as quite a shock to
many DEC employees.  Especially to those involved in degree programs (i.e.,
Computer Science) that will be vital in returning DEC's investment dollar.
I realize the critical financial times that our company is currently facing, but
neither can our company afford to forsake its future for the short-term.  It
would be beneficial to all employees to know how much DEC actually spends on
tuition reimbursement per year and what sort of short-term gains the company can
expect with this decision.  The hundreds of employees that have banded
together on this controversy find it hard to believe the savings would be
significant.  An excellent snapshot of employee reactions can be seen in
HUMANE::DIGITAL under topic 2754.

This decision catches me about halfway through my BSCS program at Arizona State
University.  I have been a loyal DEC employee for 13 years.  I currently work as
a Software Specialist for Outsourcing Services under CNS.  I am the only member
of this 8-person group that doesn't have a Bachelor's degree in either Computer
Science or Computer Information Systems.  That is the main motivation for me
pursuing a BSCS after so many years.  I feel this degree is absolutely required
for me to be successful in this position and is critical for me to make a valid
contribution to this group of professionals.  This group is one of the most
successful revenue generating organizations in the Western United States and I
feel external education and industry experience have been crucial to its
success.

During these 13 years, I have taken advantage of the external education
benefit twice.  Both of those times, I feel I have give the company its money's
worth for making the investment in my future.  When I finish the BSCS program
at ASU, I expect DEC will see an even greater return on their investment.  Many
of us have invested years trying to make ourselves better employees and find
it rude to have DEC turn its back on us now.  This "freeze" is disrespectful
and unprofessional toward company employees.

Without DEC, I never would have been able to gain the knowledge to make a
contribution to the company's goals.  I have chosen to make a commitment to
DEC and am hoping that corporate officials will be professional and continue to
honor their employees' commitment to excellence.  Especially where a commitment
and development plan have been issued in writing and mutually agreed upon.  It
is respectful and professional to honor legitimate agreements.  Morale is
already at the lowest level I have seen in all my years here.  When corporate
turns its back on employees in this manner, it only makes matters worse.  The
morale level is such that employees are now questioning DEC's stance on other
benefits.  Some have even questioned if DEC would retract some of our health
benefits as well.  Surprisingly, even Wang with their bankruptcy situation still
funds tuition reimbursement!

There are many other alternatives to this "freeze" where DEC could save money
and satisfy employees requiring this benefit.  If you compare tuition rates with
consultant training rates, it's obvious that tuition is at least three times
less expensive.  In-house training costs DEC missed time on the job, travel
(i.e., airfare), hotel accommodations, and meal expenses as well.  University
tuition does not share these costs.  University training also increases the rate
of knowledge retention and practical application.  In comparing a 12-week course
with a 1-week course, the amount of study and preparation is vastly different.
The odds are that the employee would be better prepared for the workplace by
absorbing more of the material.  The universities are fairly current in modern
techniques and technologies.  In some cases they are more advanced than any
in-house programs.  The bottomline is, in-house training is much more expensive
than tuition and the effectiveness of that program should be evaluated as well.

Another alternative is reducing the percentage rate at which tuition is
reimbursed.  A reasonable figure may be 50% for career-related course work and
75% for job-required courses.  Reimbursement for books could also experience the
same reduced rates.  I am confident that most employees would rather have a
reduced rate than no coverage whatsoever.  The extremes of "all or nothing" are
undesirable.

A third alternative would be to arrange a discount with the universities
themselves.  I realize that DEC makes large contributions to external education
in terms of hardware, software, and personnel resources.  In Arizona alone, ASU
is one of DEC's largest customers.  Surely, some arrangement can be made with
these major universities for DEC employees to receive some sort of discount.
I'm sure universities would rather work with us, than lose our support.  The
news of this announcement will be very negative toward DEC as far as the major
educational institutions are concerned.

Finally, while this decision greatly disturbs me, I will continue taking as
many classes as I can afford.  This decision is a poor reflection of DEC's
current priorities.  It also happens to be one of the few times in my 13 years
here that our priorities don't agree.  This decision also affects the view of
the loyal employee wanting to invest back into the company, after the company
pays for the employee's education.  It will take me much longer to achieve the
goal, but unlike DEC, I feel it is something I can't afford to ignore.

regards,
Mike

Some great objection letters, full of compelling arguements, have been
posted here. Just a word of advice to all who are considering submitting
letters of objection...

These senior managers are VERY busy people.  They don't have time to
read your life story.  If you can't get them interested in one paragraph,
and made your point totally in two, then you're wasting your time - they 
won't read it.

regs

    RE: .118
    
    Your statement about writing being to the point is correct for all
    communication.
    
    However, senior management should be very busy paying close attention
    to employees.  It is not the senior leadership team that will make
    Digital successful.  It is highly skilled, highly motivated, highly
    committed, caring employees lead by highly skilled, highly motivated,
    highly committed, caring leaders that will make Digital successful.
    
    It shouldn't take a rocket scientist to see that freezing external
    training in current and next job related courses is detrimental to
    Digital in the short and long terms.  I would make the case that in
    these economic times, external training that is not job relevant should
    be postponed.
    

	I was very suprised to check this thread and still
	see it active since I recieved a memo yesterday from the
	manager of the NE PSC stating that "the tuition freeze
	has been rescinded".....

	I'm hoping this news is not premature...

	_kelley

    RE: .120
    
    Please post this.  That is the first I heard of this.
    
    Thank you for sharing any and all information reagrding this issue.
    
    Joyce

    
    
    	re: .120
    
    	That's the first I've heard of a definite decision too. 
    	Last I heard was that an announcement was expected by
    	yesterday afternoon or this morning and to check VTX,
    	which I've been doing but haven't seen anything posted
    	yet.
    
    	Judy
    

    RE:  .88 
    
    >>Brain drain will now increase, since every other company in the world 
    >>(even Wang!) offers tuition reimbursement
    
    
    Good argument, but false.
    
    I had a conversation on Tuesday with the Director of the department of
    continuing education for business at the University of Southern Maine. 
    I mentioned the change in Digital's tuition policy and asked if this
    was happening in other companies as well.
    
    "Absolutely," was his response.  He listed several companies including
    Blue Cross/Blue Shield of Maine which had recently eliminated tuition
    reimbursement.  
    
    It's a real problem for the schools which have built large departments
    directed at this audience.  It's also a real problem for those of you
    trying to earn a degree (I finished my MBA some years ago using tuition
    reimbursement from another company).  It may be short sighted.  And it
    will hurt morale.  But it is *not* unique to Digital.
    
    Chet

    About a year ago Wang DID seize tuition reimbursement, but has since
    reinstated it.

    RE: .120
    
    The tuition freeze was discussed by Gullotti and his HR person (Name??)
    during a DVN on Wednesday.  "Tough decision--but necessary," was the
    theme of the answer.  Certainly no mention that the decision had been
    reversed.
    
    Chet

    I have a question, which has not been brought up here -- If the SLT
    feels that tuition reimbursement should be frozen -- what happens to
    the FDP program and others like that??  Will that still exist or are
    they going to do away with these programs also since they require the
    individual to work in the field (ie. Finance) and take classes ----
    hummmmm --- something to think about . . . .
    
    I agree with most of you, I would forfeit my 4% raise or take a
    reduction in the amount that digital will reimburse tuition, but I feel
    getting rid of it completely is very unfair.  I have decided to
    continue taking classes -- one at a time because that is all I can
    afford at $460/4 credit course.  I decided that I will ask for $$
    instead of Christmas presents to help me pay for this, since I am a
    single parent and have a mortgage to pay.
    
    At least I will know that even though Digital may not appreciate my
    education, if I get TFSO'd, then I know another company will benifit
    with my education.
    
    Debby
    (p.s. nassar (.110) -- most European countries have free tuition, but
    their tax rate is at 50% --- at least in West Germany that is the case
    --I don't know which would be better -- higher taxes (especially with
    our gov't) or free education.  Frankly, I don't trust our government to
    take the extra tax money and put it back into education, they would
    probably put it into watching the flow of catsup -- but that is another
    rathole.)
    

        well, the memo I got didn't say much more than what I posted in
        .120....that's why I'm a little confused about its context
        especially since the message seems to have been recieved by
        a somewhat limited audience....all I can say is that it was sent
        by the New England Professional Service Center regional manager
        to her direct reports and from there forwarded to me....I know
        my manager was one of many to send memos critisizing this action,
        and his forwarding of the memo mentioned in .120 was based on
        his desire to inform his reports that the decision had been
        "rescinded"........

        _k

    Data General and IBM still have tuition reimbursement.  I have two Data
    General employees in one of my MBA classes, and I know someone who
    works for IBM and he said they still have college reimbursement.
    
    I hope Digital bring backs tuition reimbursement.  I have applied 
    what I learned in school to my job.             

    I'm not going to send a note to my manager and expect him to work this
    issue up to appropriate parties (though I had one written).  The reason
    is, "now I am OK with the decision".  It took me almost a week to
    decide that maybe we should have a freeze so that we show profit in the
    short term and build some credibility for digital on Wall street.  I
    went through the usual throws of disappointment to end up at that
    optimistic conclusion. Those throws and personal debates effected my
    job performance through that week.

    This may sound real stupid but I think I'll be much madder if they
    decide that they will not really freeze reimbursements.   I wasn't
    really mad with the original decision, I was more just saddened. I
    really want to feel that the SLT knows what their doing and are the top
    notch executives that I always assumed them to be.  I spent too much of
    my own time signing up for a course that was supposed to start
    yesterday.  I canceled the course Tuesday though and will not have 500
    dollars charged to my credit card.  Now if I'm told "we were just
    kidding", I'll go crazy.

    I will never be OK with the impersonal, uncaring way in which it was
    this decision was communicated. It is time for the top management to
    lead by example, and to open the corporate business decision process to
    employees.  An example of which would be to list out expenses incurred
    for such things as tuition reimbursement thus involving employees in
    the workings of the company.  List costs for dial in service.  Wake up
    employees that are abusing costly but important investments for the
    corporation.
   
    If it were my onus to communicate the freeze, the following is
    something like what I would have been put in VTX before anyone had the
    chance to transmit it through any other media (namely the digital notes
    file where I read about it 5 days before my manager sent me the memo.).

	From: Nelson   Vice President of Hind Sight.

	I regret to inform employees that the SLT has decided
	to freeze the tuition reimbursement program until the fall semester
	of 1994.  The SLT recognizes this as a severe step in getting
	digital back on the track of profitability but we see that savings
	of 300 plus million is very important for the near term.

	There will be special exceptions to the freeze for cases where
	employees are critically limited by time frame and financial
	reasons.  We all appreciate the need to keep our work force
	trained and will reinstate the reimbursement process a soon as
	the company is able to...

    You get the point, it shows some caring and shows that it was thought
    through.

    
    Look for announcement in LIVEWIRE today -- memo from Dick Farrahar says
    that "the better course of action at this time is to place
    responsibility for reviewing, approving or denying external tuition
    reimbursement requests with managers."
    

    If (and when?) the program resumes, I think that some changes are
    necessary.
    
    One change I'd like to see is for the corporation to cap the amount an
    employee can be reembursed for a college course.  For example, say a
    group has $20K for tutition for the fiscal year.  If three or four
    individuals sign up for 2 courses each at $2,000 per course, that would
    eat up about $16K of the $20K total, leaving just $4K for any and all
    the rest in the group.  
    
    Why not cap reembursement to say a max of $1,000 per course with the
    employee picking up the balance.  There are a lot of good public
    schools offering course at well under $1,000.  Why should the company
    pay the premium for someone to go to Harvard or Stanford while denying
    another employee the opportunity to go to say UNH or another state
    school?
    
    Another thought would be to make the program similar to the old G.I.
    Bill.  Instead of having a time limit, why not limit an employee to at
    lifetime total of $???K and reemburse them for all costs until they
    utilize their complete allotment.  
    
    I think that some employees take great financial advantage (by going to
    the most expensive school) at the expense of others who would just as
    well go to a less expensive one.
    
    What do you think?
    
    Marv
     

        .129

    >If it were my onus to communicate the freeze, the following is
>    something like what I would have been put in VTX before anyone had the
>    chance to transmit it through any other media (namely the digital notes
>    file where I read about it 5 days before my manager sent me the memo.).
>
>	From: Nelson   Vice President of Hind Sight.
>
>	I regret to inform employees that the SLT has decided
>	to freeze the tuition reimbursement program until the fall semester
>	of 1994.  The SLT recognizes this as a severe step in getting
>	digital back on the track of profitability but we see that savings
>	of 300 plus million is very important for the near term.
>
>	There will be special exceptions to the freeze for cases where
        ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^
>	employees are critically limited by time frame and financial
>	reasons.  We all appreciate the need to keep our work force
>	trained and will reinstate the reimbursement process a soon as
>	the company is able to...
>

    and who to decide if the DECeee is limited or not by time frame and 
    financial reasons?  what is the time frame you will consider limited? 
    and who is not in financial need any way?

    i dont think this would have helped, it would make things just muggy and
    unclear, since DECeees will start arguing with their managers and
    personnels trying to convince them they are in critical time frame and
    that the DECeees are in financial need and that they should be made an
    exception.

    i had a better way of writing this message that would cleared this
    whole mess out, but i will not post what i would have written it like 
    here because it is too late any way, and it is like crying over water 
    allready under the bridge.

    \bye
    \nasser

    re: SALEM::GEORGE_N
    
    But if the decision is reversed, I'll bet that there will still be a
    sharp decrease in employees that apply for tuition reimbursements.
    
    I know what you mean about the manner in which things are communicated.
    In 1983 I was working offsite when a wage freeze was imposed.  
    I remember my manager driving out to WFO so that he would be able
    to personally inform his employees of the decision.
    
    Mark

    .131
    
    >Why not cap reembursement to say a max of $1,000 per course with the
    >employee picking up the balance.  There are a lot of good public
    
    soory \Marv, this dont work either, our friends who go to that
    Arizona tech. college they mentioned few notes back at 80 bucks
    per one credit might not mind this, but if you allready in a school
    that charges 1500 bucks for one course (around 500 bucks per one credit
    hour), you'll not be happy.
    
    course cost differ depending where you are, schools in the north east seem
    more expensive , so having a number like this will not help.
    
    \bye
    \nasser

                                        Date:     05-Nov-1993 01:38pm EST
                                        From:     Readers Choice
                                                  CHOICE.READERS AT A1 at SALES at MRO
                                        Dept:     
                                        Tel No:   

TO: See Below
 
Subject: External Educational Assistance Announcement                           

          *************************************************************

                       This memo is from Jose Ramirez
                       Corporate Personnel Policy Manager

          *************************************************************

I have attached for your information the text of the Livewire announcement that 
will be released by the close of business today, Friday November 5, 1993.

The net effect is that managers will have the responsibility to review, approve 
or deny external educational assistance requests brought to their attention by 
their employees. Personnel Policy 4.13, External Educational Assistance, 
provides the philosophical foundation and the direction to apply the intent of 
this decision by the Senior Leadership Team.


         THIS MEMO IS FROM DICK FARRAHAR, V.P. Human Resources.
         
         After review of the recent announcement regarding the 
         worldwide college degree tuition reimbursement freeze for 
         fiscal '94, the Senior Leadership Team has issued the 
         following statement.
         
         Our strategy is to manage our business for long term growth 
         and profitability.  To achieve that, we must decrease our 
         company spending in the short term if we are to be successful 
         as a company in the future.  The recent general freeze on 
         college degree tuition reimbursement was viewed as one 
         measure toward overall expense control.  
         
         Employees (both managers and individual contributors) have 
         provided information that further clarifies the value of 
         these educational initiatives.  Therefore, we have decided 
         that the better course of action at this time is to place 
         responsibility for reviewing, approving or denying external 
         tuition reimbursement requests with managers.  
         
         It is our expectation that managers and employees will ensure 
         that educational initiatives are consistent with development 
         plans and will enhance skills that support Digital's business 
         goals and direction.
         
         We are committed to the development of our employees and 
         their skills as required for Digital's future success with 
         customers.  We continue to support educational assistance if 
         approved after careful review and balanced deliberation by 
         managers.
         
         We ask your full support and cooperation in this effort to 
         invest in education that will have positive results for our 
         customers, our employees and our company.


This message was delivered to you utilizing the Readers Choice delivery 
services.  You received this message because you are a U.S. Manager or U.S. 
Supervisor or part of the U.S. Human Resources organization.  If you have 
questions regarding this message, please contact the author of the memo.

UNIX Users:
- to send VAXmail:    [email protected]
- to send ALL-IN-1:   [email protected]

Distribution: deleted

    Thank Goodness!!!!
    
    I am still pretty disappointed at the whole process - the threat - the
    reversal etc....but will have my fully documented forms fileld out and
    on my manager's desk first thing Monday morning.
    
    Joyce

    
    	Amen and hallelujah!
    
    	One less crisis to worry about in my life now.
    
    	I'm really pleased they reversed the decision.
    
    	Judy
    

So I guess it would be too much to ask for "accountability" of a bad 
decision which had to be reversed....


						-Paul

    To everyone involved in the decision to reverse the freeze...

    THANK YOU!

    Ron

    
    I am glad that management has reconsidered.  It does bring up
    a point, though.  Isn't there a rational way to engage employees
    in conversation and data exchange *prior* to announcing these
    decisions (e.g., tuition, EINFs, dial-ins, etc.)?  After all,
    it appears that the SLT *does* listen when a hue and cry is
    raised, and, given reasonable data, is amenable to changing
    decisions if the data support that change.  Wouldn't it be
    simpler and better to present the initial data and problem 
    statement before making decisions that ultimately get reversed?
    
    I realize that data passed around electronically is subject to
    leak (and that that might be a reason *not* to take my suggestion),
    but consider that both the initial decision, and the subsequent
    recision (or modification) of that decision, *were* communicated 
    electonically.  It doesn't seem to me that the risk of a leak of
    the original data (e.g., the total cost of the tuition reimbursement,
    cost of EINFs, etc.) would cause any more damage than the leak
    of decision/reversal twists.
    
    Furthermore, how damaging could it be to leak information like
    the total that Digital is paying for tuition reimbursement?  That
    seems like one of those items we'd probably benchmark against our
    competitors anyway.  So why not present the data to the employee
    population, explain the problem, explain the way the decision may
    go, and then ask for input.
    
    Glenn                      

    Is .136 confirming the $26,000 rug for BP?
    
    The $150K raise didn't bother me much.
    A $26K rug is another matter.

    
    re .139
    
    	I guess I'd rather see learning and growth.  I know it sounds
    	corny but I really hate to see the same mistake over and over
    	again.  I forget what note it was but someone likened this kind
    	of decision to the new vacation policy that Jack Smith announced.
    	That policy was not clearly thought out as well.
    
    	This reversal came a little late for me since first class was
    	last night and I've already withdrawn.
    
    	-nelson

    
    
    	Well...you know it was close to Halloween but spOOk us like that ?
    
        May I be among the first to THANK Dick Farrahar and his team for
    reconsidering the tuition freeze and allowing the decisions to be made
    (and managed) at the local level. Your message,and the medium in which
    it was delivered, is very professional and reflects many of the
    concerns voiced via this conference.    
    	Many thanks to fellow noters who cared enough to voice many well
    thought out, well articulated, and diverse opinions. It seems we do
    count after all. 
    
    Appreciatively (and breathing a BIG sigh of relief),
    
    Dave Quinn 
                                         
    
    
        

    Nice work by upper management and everyone else involved.  It feels
    good to have the little guy win once in a while.  Even my morale is
    back up to what it was before the announcement ;-)
    
    Mike

    I hate to say it, but I think my morale is even a little higher than it
    was before all of this!  I know I appreciated this benefit before, but
    now I am even MORE grateful having faced the possiblity of having to
    drop out!
    
    Thanks to everyone for writing and thanks to Jose and his office
     for acting so quickly and getting it reversed.

    
    ...and my heart-felt thanks to the likes of Holly and Tiph.
    Good, good, good, good, good job!
    
    Fred
    

    Thanks for the appreciation.  What made me happy is that you all made
    this happen!  I have been flooded with excellent letters making a
    profoundly good business case for external training all week.  I am very
    grateful for the outcome of this, and my morale is higher as a result.
    
    One good thing came out of the process!  Imagine if someone decided to
    form a task force and 'study' and 'collect data' on the value of
    external training to Digital.  What would there be...months of
    meetings?  Forms to fill out?  Training sessions to collect the data?
    Research?  Consultants? Managers bugging employees to get the forms
    filled out?  You can all imagine this scenario, I'm sure.  What would
    it have cost?
    
    The way this happened, though, caused the generation of extensive 
    well-written communication on the subject to become a very high
    priority for many people all at once.  It may have impacted some
    individuals' work a little, but there was almost no bureaucratic
    overhead compared to the other method.  It gave me satisfaction to see
    letters that were simultaneously passionate and professional.
    
    Thanks to all of us, the SLT and their co-workers now have enough data
    on this subject to keep some analysts busy for a long time.
    
    It was encouraging to see us identify a clear goal as a group of
    employees, and each act and speak in a strong, powerful goal-oriented
    way.  When the employees of this corporation have a clear goal, the
    resources to meet it, and a little direction, we are a powerful force.  
    
    What can we learn from this?
    
    Holly
    

    >What can we learn from this?

    That everything you described could have been done, just as
    expeditiously, BEFORE the initial cancellation notice went out.

    Where is the accountability?  The impact of the cancellation
    should have been studied beforehand.  Why was it not done?
    What will happen to the persons who didn't think this action
    through? (I can answer that part: nothing.)

    How many more fiascoes like this will we be treated to in the months
    and years ahead?

    Re: 149
    
    	Excellent comments.
    	
    	For Digital to return to success, we must
    change the philosophies, people, and or organizations that have caused
    situations such as this!: Vacation policy, compensation plans, company
    cars, pricing policy, dial-in lines, notes files. The list is long, and
    one does not need a business degree from Harvard or a PHD from MIT to know
    this.
    
    	We face REAL problems daily, brought on by the rapidly-changing,
    fiercely-competitive industry in which we do business! To overcome
    these, we need all the time, talent, and energies that we collectively
    possess.
    	
     A lack of accountability is the only thing which could possibly 
    explain our repeatedly bashing our own brains out!  
    
    	AAARRRGGG!!!!!!!!!1
    
    	Do we have no one among us who can stop this insanity?
     
    		
    Frustrated in Ohio!!!!

	Congratulations to all of Us!!!!

	As was stated before "what a force we can be when we have a goal!!".

	I truely believe in US THE EMPLOYEES that we can be a team that's
	really hard to beat! But do we have the goals to drive to and the
	Senior management that has that "CAN DO SPIRT"?

	I've been damage by this whole event. I feel that the rules have changed
	and I'm expected to just go along. Yes my morale has been somewhat
	help by this recision but what's going to stop it from happening the
	next time? How long will we the people stay along for the ride?

	I KNOW we have the ability to turn the company around. We have the
	equipment, the talent, the products that can do it BUT do we have the 
	leaders that can and will be the guiding force? Only time will tell and I feel
	I feel were getting short on time. My prayer is the the Senior 
	Management Team learns quickly from mistakes and will take action to 
	polorize the company to drive to that SUCCESS GOAL. 

	I know haven't said thanks yet to DICK FARRAHAR for his recision.
			
				THANK YOU DICK

	I can only imagine the responses he receive from the inital decision. It
	is difficult to say publicly that "I made a mistake". People will 
	forgive and allow mistakes if they feel they are being dealt with 
	honestly. I can't help but remember a memo that the president of
	JAPAN DIGITAL sent out to his employees appologizing for the separation
	package that they had to implement. I was very move by it and ask
	myself "where do I go sign up and work for this person".

	Well I've said enough, talked enough and I'm tired... good luck to us
	all...

	Mike 

Greetings all,

I'm the proud owner of a degree recieved through a similar reimburssment 
program. I was very distressed to read that they (SLT) were going after
it because the "best and the brightest" are the people who use this
benefit. I guess because I no longer go to college I'm probably not the
best or brightest, I should be satisfied with being handsome and alluring:-}

Anyway that all being the case I sure wish someone would have been similarly
respondsive a year ago when the company car plan was gutted. For us in the
field it was a similar feeling, that of having a crowbar hit us between the
eyes! Except for us it happened in such a way that we had no choice but to 
go out and buy a personal car or walk to work. I'm seeing the downstream effects
of this decision everyday. Don Z. was reputed to be excited at the possiability
of saving 12 million by this change. Well he's off to golden parachute heaven
somewhere we've spent X times that much in having courier services bring parts
to us! Someone ought to thank him for the damage he did to us in the field
who live in our cars. I really wish we could have had a chance to turn around
the car decision, I think the company would have benefited greatly. 

The positive thing I can say is that SLT appears to hear things. Interesting,
for all this conference makes me crazy for all the whining and carping that
goes on in it, this is a valuable place to get somekind of baseline opinion
about things, or what is on peoples minds. I see this conference as a wonderful
though sometimes tedious, place to see whats going on in the company. 

Now get back to the books and learn something!

Fred Mudgett

    Excellent!

    Excuse me for interrupting the celebration, but unless I'm mistaken,
    all I see here is that the SLT has "delegated" the decisions regarding
    tuition reimbursement approval down to lower-level managers, on an
    individual basis.
    
    In the past, I've worked for some managers and supervisors that
    would make Scrooge appear generous by comparison; tuition approval
    from them is a highly unlikely proposition.  Beyond that, many of
    my former managers and supervisors have developed "playing favorites"
    to a high art form, where the "fair-haired boys" (pardon the
    obsolescent terminology) would receive piles of goodies and perks
    while the rest of us stood by, far too jaded to bother getting
    upset any longer.
    
    What measures has the SLT put into place to ensure fair and equal
    access to tuition reimbursement for everyone within an organization,
    or between organizations for that matter?  What are the standards
    to be applied?  What recourse does an employee have when unfair
    denial of tuition is suspected?  If your reply is "ODP", I'll
    refer you to the topics on that subject in this conference...
    
    By refusing to define an across-the-board corporate-wide policy,
    the SLT has potentially planted the seeds for a tangled mess where
    your educational benefits can vary depending on what organization
    you're in, or even your standing within an organization, for whatever
    reason.  Seems fraught with the proverbial peril, to me.
    
    Chris

    I hope this is where a mutually agreed upon development plan would help
    guide both manager and employee.  (I don't mind the burden being on the
    employee to show that the training they propose to take is strategic to
    Digital.)
    
    This will help employees who are already in approved degree programs a
    lot more than it will help people who are looking to get started,
    though.
    
    I do hope there is a recourse for employees who have valid reasons for
    attending university courses and who get turned down -- and I agree
    that ODP probably is not it.
    
    Holly

    
    
    
    Development planning information is available for all of us to use. If
    you run into problems, denial, development plan modeling ...etc. you 
    can access tools under VTX like the U.S. Career Services Portfolio 
    (VTX Career_US) or the Learning Planning System (VTX Learning). Rick
    Riesenberg happens to be the contact for the CSP.
    
    The Career Services Portfolio compares very favorably to outside agencies 
    offering similar services. Typically, the agencies require a lot of
    self-study and writing for a price beginning at about $1000.00. To
    Digital employees this is FREE. The tools are worthwhile and there to 
    use. They are worth your time and effort.
    
    Dave
    

    I suppose a cynic might observe that Digital has a new tool for
    boosting moral in bad times: first you circulate a memo saying that
    senior management is about to take away some benefit or perk; then you
    circulate a memo saying that, because senior management listens to the
    employees, that particular benefit has been spared. [Sound of loud
    cheering.] 
    
    Somewhat less of a cynic would say that this is the 'barrage balloon'
    scheme for seeing how much of which benefit or perk cuts folks will
    bear.  But suppose we energetically 'take pot shots' at every
    cost-cutting measure that the SLT 'floats' past the troops in the
    trenches?   If the SLT keeps using the scheme regardless, then the
    correct assumption would be that of cynic #1.

>    I suppose a cynic might observe that Digital has a new tool for
>    boosting moral in bad times: first you circulate a memo saying that
>    senior management is about to take away some benefit or perk; then you
>    circulate a memo saying that, because senior management listens to the
>    employees, that particular benefit has been spared. [Sound of loud
>    cheering.] 

All those that have had a net morale boost during this period of time
(since the posting of .0 basenote) please say "AYE" here.

Lee

    
    A deafening silence.
    
    

What it really says, I think, is that the folks making decisions like this one
have no clue as to what they're doing.

I was mightily miffed at the decision to freeze tuition, but the flip-flop
reversal makes me trust our upper management even less.

Reminds me of a story I heard about a Navy ship captain. He had set up shore
leave at some port, and some of the men grumbled about his choice. The captain
decided to be 'friendly' and listen to his crew, so he let them vote on where
they wanted to go, and rescinded his original orders in favor of the new,
popular place to go.

When the ship returned to home port, the captain was relieved of duty.

Perry

    
    SCENARIO A:
    
       MGMT:   We're thinking about foo, but we'd like some input from the
               ranks before we make the decision.
    
       GRUNTS: (give verbose input)
    
       MGMT:   Based on (business needs) and (synposis of input), we've
               decided...
    
    SCENARIO B:
    
       MGMT:   Based on (business needs), we've decided...
    
       GRUNTS: (give verbose input)
    
       MGMT:   Based on (business needs) and (synposis of input), we've
               redecided...
    
    ---------------
    
    In which scenarion above do you believe that MGMT appears concerned,
    proactive, "empowering"? In which one does MGMT appear reactionary,
    indecisive?
    
    In which scenario above will GRUNTS input more likely be constructive,
    energetic? In which one will the input more likely be frustrated,
    destructive?
    
    
    (Passing grade for current or perspective managers is 2 for 2. Correct
    answers, although intuitively obvious to even the most casual observer,
    are available on request.)
    

    Thanks very much to everyone who worked to get this decision repealed
    and to those who actually made the decision.
    
    Although I'm pleased that Digital will continue funding courses/degree
    programs if there is a proven benefit to the Company, I am disappointed
    that the new policy doesn't outline any means to protect Digital's
    investment. 
    
    In 1991, if an employee pursued a master's degree part-time (i.e., not
    through GEEP), Digital would pay for it without any commitment by the
    employee.  At BU this amounted to around $30,000 per student without any
    security that Digital would get anything in return!  Is this still true?  
    
    How about GEEP... Does GEEP require any compensation from the employee? 
    Perhaps this was discussed in an earlier note, but I missed it?
    
    What follows is an excerpt from a letter I sent to my management last
    week describing one possible method of protecting Digital's investment.  
    Please excuse my SHOUTING...  I did this simply to keep the suggestion
    from being lost in all my verbiage.
    
                                           - LL
    
I was truly grateful to Digital when I graduated, but I was disgusted to hear
that many colleagues were considering leaving Digital for higher salaries as
soon as they had their degrees safely tucked away.  I remember thinking:
                                
     PRIOR TO FUNDING A COURSE OR DEGREE PROGRAM, DIGITAL SHOULD REQUIRE 
     A WRITTEN AGREEMENT BY THE EMPLOYEE STATING THAT HE/SHE WILL EITHER:

     A) REMAIN WITH THE COMPANY FOR A PREDETERMINED AMOUNT OF TIME AFTER
        COMPLETING THE COURSE/DEGREE; OR 

     B) REIMBURSE DIGITAL FOR THE COST OF THE COURSE(S) IF HE/SHE
        SHOULD VOLUNTARILY LEAVE PRIOR TO THE EXPIRATION OF THAT COMMITMENT.  
      
Other companies have done this.  Why not Digital?  Has this possibility (or
some flavor thereof) been explored?  Are there any reasons, legal or
otherwise, why this is no longer feasible? 
                                                     
    
    

    Re .-1
    
    I agree with you. I too would like to see some sort of guaranteed
    payback to Digital in terms of commitment from the employee.
    
    Between 1989 and 1991 Digital paid about $30,000 to put me through
    Northeastern's Hi Tech MBA program. For this I am very grateful and the
    experience has certainly helped me in my job and I'd like to think that
    my additional contribution has also helped Digital.
    
    But when I graduated there was NOTHING (except loyalty to the company
    and my own sense of right and wrong) to stop me immediately getting a
    job elsewhere. I think this is wrong.
    
    By the way the rumour I heard that prompted the initial knee jerk "cut
    off tuition reimbursement completely" policy was the following:
    
    Tuition remimbursement had grown massively over the last year or so. It
    was people getting themselves qualifications etc that they could use
    OUTSIDE of Digital. People preparing themselves in case they were
    TFSOed etc.
    
    While I am glad the knee jerk policy has been rescinded I am not glad
    that there is:
    
    	1) No company wide set of guidelines for managers to use when
           determining whether an employee should get reimbusement.
    
    	2) No defined policy to ensure that there is CONSISTANT application
    	   of the policy across the company.
    
    	3) No commitment required on the part of the employee to use the
    	   experience gained at Digital
    
    In addition an observation I had while doing my MBA. Digital was the
    MOST generous company in terms of education reimbursement. I got 100%
    paid including books. Other people got from 0% to 100% paid. Between
    50% and 80% was a common number. Of the 35 people in my class 6 were
    from Digital. The company with the next highest number of students had
    2. I wonder why...
    
    Oh yes a thing i learned doing my MBA. A company with an efficient
    well run Personnel Departmemt would never have even DREAMED of handling
    the educational remimbursement policy the way Dick Farrahah and company have
    in this company. They wouldn't have done the vacation policy U turn in
    the same way either...
    
    Dave

        .164
    
    >	3) No commitment required on the part of the employee to use the
    >	   experience gained at Digital

    this dont make sense to me. i dont understand what this supposed to
    mean.

    the employee who went to study subject X obviously is doing it 
    because they want to work in subject X and they like subject X else 
    they would not do it. 

    actually i bet you many employees who study X want to work in the area
    of X but the opportunity in DEC does not exist for them to work on X
    and to utilize what they learned studying X.

    why would an employee not want use what they learned if they can find
    a job in DEC in that area ? 

    this is like asking a DECeeee to commit to eating their holiday
    turkey after they spend 10 hours cooking it, why would they not want
    to eat it in the first place so as to require they commit to eat it?

    if they did not want to eat the turkey, why would they spend 10 hours
    laboring in the kitchen cooking it? the same for getting the degree.
    i see no difference.

    actually it should be the other way round, DEC should commit to the
    employee that they'll try to utilize the employee new learned skills
    and to try to get them in a position to utilize it. this is like
    saying that the kitchen owner will commit that you'll get the
    opportunity to eat your turkey after your done cooking it.

    it seem to me that the foot should be on the other shoe as far as iam 
    concerned.

    \nasser

    If DEC requires that a GEEP graduate commit to X years with DEC,
    is DEC also willing to commit to the graduate that there will be
    a job for him/her for at least X years?
    
    
    It seems to me that the lack-of-bondage is the Old DEC Way - do the
    right thing, y'know?   Maybe it wasn't likely that anyone would want
    to leave DEC when DEC was a good, exciting, upwardly-mobile sort of
    companyto work for.  Maybe it was considered that it's better to cut your
    losses and say goodbye rather than have an employee working for you
    when he really doesn't want to be there.   Anyway, that was Ken and
    this is now.   (Is GEEP still operating?)

Re: .165

   > >	3) No commitment required on the part of the employee to use the
   > >	   experience gained at Digital

   > this dont make sense to me. i dont understand what this supposed to
   > mean.

Exactly.  You're missing the point.

   > the employee who went to study subject X obviously is doing it 
   > because they want to work in subject X and they like subject X else 
   > they would not do it. 

Yes, but that doesn't mean they want to do X for Digital.  They might just want
to do X for whichever comapny will pay them the most -- at Digital's expense!

   > actually i bet you many employees who study X want to work in the area
   > of X but the opportunity in DEC does not exist for them to work on X
   > and to utilize what they learned studying X.

Then, in principle, Digital should not be funding them to study X at all! 
Digital is presumably weeding out funding for areas in which the Company cannot
benefit.   That's why the employee's manager is supposed to determine that the
course(s) are justified.   However, you make the valid point that Digital's
needs may change by the time the employee graduates.  Perhaps there should be
an additional stipulation in the suggestion I proposed in .163:             
           
    C)  IF DIGITAL CAN NO LONGER USE THE EMPLOYEE'S SKILLS IN THE AREA FOR 
        WHICH HE/SHE WAS TRAINED PRIOR TO THE EXPIRATION OF THE COMMITMENT, 
        THEN THE EMPLOYEE MAY LEAVE THE COMPANY BEFORE HIS/HER TIME 
        COMMITMENT IS FULFILLED WITHOUT BEING REQUIRED TO REIMBURSE DIGITAL 
        FOR THE COST OF HIS/HER EDUCATION.

   > why would an employee not want use what they learned if they can find
   > a job in DEC in that area ? 

The money may be greener elsewhere.

  >  this is like asking a DECeeee to commit to eating their holiday
  >  turkey after they spend 10 hours cooking it, why would they not want
  >  to eat it in the first place so as to require they commit to eat it?

Perhaps their primary motivation is to have Digital pay for that grueling 
"Turkey Cooking 101" course, even though they have every intention of leaving
Digital promptly after graduation to practice their turkey cooking skills
elsewhere for more money, but at Digital's expense.  Now who's the turkey in
that picture???
                                                                           
  >  if they did not want to eat the turkey, why would they spend 10 hours
  >  laboring in the kitchen cooking it? the same for getting the degree.
  >  i see no difference.

Why should Digital give out free turkey cooking lessons to competitor's
employees?  

  >  actually it should be the other way round, DEC should commit to the
  >  employee that they'll try to utilize the employee new learned skills
  >  and to try to get them in a position to utilize it. this is like
  >  saying that the kitchen owner will commit that you'll get the
  >  opportunity to eat your turkey after your done cooking it.

  >  it seem to me that the foot should be on the other shoe as far as iam 
  >  concerned.

Maybe as far as you're concerned, but I don't think that's what Digital's
corporate policymakers had in mind when they instituted tuition reimbursement.

Remember...Digital is investing in the minds of its employees so that Digital
will ultimately benefit from that investment, not to educate everyone else's
workforce.
           
                                        - LL
    

Re: .166

Hi, David!

   > If DEC requires that a GEEP graduate commit to X years with DEC,
   > is DEC also willing to commit to the graduate that there will be
   > a job for him/her for at least X years?
    
Yep, good point.  I addressed that in my reply to Nasser.
    
   > It seems to me that the lack-of-bondage is the Old DEC Way - do the
   > right thing, y'know?   Maybe it wasn't likely that anyone would want
   > to leave DEC when DEC was a good, exciting, upwardly-mobile sort of
   > companyto work for.  

Touche.  However, considering that they're reformulating this policy while
DEC is an unexciting, mobilely-stale sort of company to work for, the 
"do the right thing" policy isn't working here.  There are people out there
taking advantage of Digital's "do the right thing" tuition reimbursement
policy... in a big way.
                                                                         
   > Maybe it was considered that it's better to cut your
   > losses and say goodbye rather than have an employee working for you
   > when he really doesn't want to be there.   Anyway, that was Ken and
   > this is now.

Sounds logical.  But think of all the money-grubbing, do-the-best-paying-thing
people who will be discouraged from asking DEC to pay for a degree if they know
full well in advance that they might be required to "do their time".  Digital
could always cut their losses after the fact by terminating the employee if
he/she doesn't perform up to snuff or lacks motivation to do the job.  The
key point here is that Digital reserves the right to cut its losses.            
                                                                    
I still maintain that a policy change such as this (or something similar) would
help protect Digital's investment.
                                                     
   > (Is GEEP still operating?)

Good question.  Anyone know?

                                       - LL
    

>Sounds logical.  But think of all the money-grubbing, do-the-best-paying-thing
>people who will be discouraged from asking DEC to pay for a degree if they know
>full well in advance that they might be required to "do their time".  

Actually, once upon a time when I started here, the degree side of things was
presented as an actual benefit (to the employee... remember, that is who 
benefits are supposed to.. errr.. benefit).  It was presented in addition to
the salary as compensation/inducement to work here.

            .167

    hi \LL,

    i only used the turkey example just to help make it clearer to DECeees, 
    but i dont think that make my argument turkey , PLEASE !

    what my point was if DEC does not give the employee the opportunity to
    practice cooking the turkey after they spend years learning how to cook
    one, then how can this be the fault of the employee?, all what iam
    saying is that an employee who goes to learn this art and work hard
    at it for many years, is one who certainly want to cook turkeys, but
    to ask them to commit to cook turkeys here in DEC, when DEC no longer
    want turkeys cooked in the first place, or there is not enough
    turkeys for all employees who want to cook them to actually go ahead
    and cook them, does not seem logical to me.

    this is something not in the control of the employee, the employee
    did go and learn the cooking, but DEC does not care about giving them
    turkeys to cook or DEC is out of the turkey business all together
    or may be the few people who owns turkeys in DEC dont want too
    many cooks in the kitchen with them, or may be they want cooks to come 
    from the Hilton or Sheraton hotels and they do not new cooks for the turkeys
    or so many other things BEYOND the control of the employee. that is
    why it dont make sense to ask the employee to commit to cooking turkeys
    in DEC .

    all what the employee has to say, SURE! give me a turkey and i'll
    cook it for you, this will make the foot on the other shoe and DEC will
    have to then come up with a turkey to the employee to cook.
    
    that is all iam saying, i hope i explained myself better this time.
    i dont think i can explain this better than i already did.

    \bye and thank you for listening.
    \nasser

    "I should only live so long so that DEC is out of the turkey business all
     together!!"
    
    Thanks /nasser, it's always a pleasure to read your notes... :-)  Dan
    

	To set the record straight on GEEP, I was part of the LAST class to
	have no obligation to return to Digital. As of Fall 1992, GEEPsters
	were required to come back to Digital for 2 years after graduation,
	or to pay back their tuition & expenses on a pro rated schedule.

	Also, the GEEP program has been cut deeply. When I went in 1991, we
	had something on the order of 25 people in my class. This year it's
	more like 6-8.

	Roy

    Note that GEEP requires that you have had some number of years with
    the company before you are eligible. This discourages short timers.
    
    		Alfred

Re: .170
 
   > i only used the turkey example just to help make it clearer to DECeees, 
   > but i dont think that make my argument turkey , PLEASE !

Hi, Nasser.  

The  "Sorry, this argument is a turkey ;-)" comment was an attempt at humor...
See the smiley face tacked on the end?  I just enjoyed your turkey analogy and
thoought a little pun wouldn't hurt.  My intention was not to insult your
intelligence.  I'm sorry if it came across that way... I'll try to keep my
humor in check for future replies. 

In spite of my attempt at humor, I did get your point originally.  I did agree
with you that you have a valid point that Digital may no longer need that
particular talent even after the employee spent years training.  That's why I
added the additional stipulation to the proposal that the employee should not
be held accountable in that instance.
                                                                         
It seems we disagree, however, on whether Digital should fund education in
areas where Digital knows in advance that it cannot utilize the skills.  Some
view the reimbursement as a benefit.  I view it as a privilege.

Re: .169

>Actually, once upon a time when I started here, the degree side of things was
>presented as an actual benefit (to the employee... remember, that is who 
>benefits are supposed to.. errr.. benefit).  It was presented in addition to
>the salary as compensation/inducement to work here.

To quote Dave from .166 -- "That was Ken and this is now."  

Yes, I agree.  I now recall that it was originally sold to me as a benefit as
well.  But even in 1988 when I started my degree, there was some question about
whether Digital would pay for courses if there was not also some expected
benefit for Digital.  I remember having difficulty justifying a course that 
was not directly related to my job even though that course was required by my
degree program.   Even though tuition reimbursement was sold as a benefit back
then, Digital wanted the training justified for its purposes as well. 
                 
Regardless of the intent of the previous tuition reimbursement policy, there
is evidence that there is great potential to abuse the system.  At $30,000 a
pop, Digital just can't afford this abuse right now.  (Okay, probably most
degrees aren't $30,000, but some certainly do cost that much.)  Digital should
close the loophole.                                                       

                                       - LL

 
    

    Re: .172 and .173
    
    Excellent!  Sounds like GEEP has its house in order.  
    
    Anyone know if DECies pursuing degrees part time are required
    to do something similar?  Has this changed since 1991?  I hope so.
    It would seem unfair to require a commitment from GEEPers without
    asking the same of the part-time students.  
    
    Why not extend this to include those taking courses but not pursuing a 
    degree?  The potential for abuse here seems much less harmful in terms 
    of $$$, but why not be consistent?
    
    
                                         - LL

   Many of my fellow students at Antioch are simply amazed that Digital
   requires no contractual commitment to the company in exchange for
   tuition reimbursement.  The average for these students seems to be
   about 3 years of comittment.  A couple I have talked to go as high as
   6 years.

    Re: .176
    
    Six years???  Wow!!!  Do they require the first child as well?  Sorry, I
    couldn't resist another attempt at humor.  
    
    Six years does seem unreasonable in my opinion.  I'm glad I work for
    Digital!   The point is, we do agree that some kind of commitment 
    wouldn't be unreasonable.
    
                                           - LL

    
    
    RE: Contractual Commitments for Education Received
    
    
    It is proper  that Digital should fit the person into a position 
    where that person can use their skills most effectively for Digital
    and themselves.
     
    It also is proper that the person so helped by Digital should
    return the favor by in turn helping Digital.
    
    These two goals are reasonable and all agree to them in 
    principle, however the problems come when people or organizations
    try to make  laws to en<force> them. Force is the problem at hand.
    
    Trying to keep personal skills current and Digitals' business 
    competitive go hand in hand. Selecting people for skill enhancement
    based on the likelyhood that they will continue long term employment
    with Digital should be okay. But as soon it appears that en<FORCE>ment
    of long term employment is involved then things get very sticky.
    
    An example would be, having a team member that doesn't want to be 
    there, doesn't want to work on that task, can't be counted on to do 
    their best,is awful to customers and fellow employees all because they
    *FEEL* _FORCED_ into the situation. How would you manage that team?
    How could you do it? If they were fired they wouldn't pay back the 
    commitment. If they were forced to pay back even if fired then lawsuits
    for just cause for dismissal will abound. If you stick it out your
    team, project and your performance suffer. How could this be managed 
    properly?
    
    And don't forget that everyone starts out with good intentions....
    
      dave

I beleive the legality of an employer mandating XX years of service in return
for tuition reimbursement has been challenged by employees in court many times
and my understanding is that it is generally ruled unenforceable (contract void)

I do not remember the details but I would be interested to hear the facts 
about these cases.

gary

    
    I believe that a workable agreement among reasonable people
    is achievable.  For example: Digital agrees, contractually, to 
    place the person in a position where they can use their skills, 
    in return for some (2 year?) committment on the employee's part.
    
    We need to avoid the situation where people bale after getting
    their ticket, so that a reasonale ROI on the company's investment
    is received.  On the other hand Digital needs to commit
    to preventing some short-sighted middle manager from destroying the
    value of an employee's hard work by placing a Phd in some menial
    position and making the person stay there.
    
    What is the problem with treating employees like adults, and what
    is the problem with the expectation that our company should act
    in a reasonable (i.e. reciprocal) manner?
    
    Glenn  
    

>    It would seem unfair to require a commitment from GEEPers without
>    asking the same of the part-time students.  

	As a GEEP alumnus, I disagree. While on GEEP the company pays your
	salary as well as tuition and expenses; getting a degree is a
	full-time job. This is a very different situation from the part-time
	tuition reimbursement.

	Having done both (I've taken 3 courses at night, in addition to
	GEEP), I have the utmost respect for anybody who can complete a
	degree part time. 

	Roy

>I beleive the legality of an employer mandating XX years of service in return
>for tuition reimbursement has been challenged by employees in court many times
>and my understanding is that it is generally ruled unenforceable (contract void)

	All such agreements that I have seen have been of the form, "if you
	don't stay for X amount of time, you pay us back some pro rated
	amount." The possible lone exception is the US government -- I'm not
	sure what they do with their employees.

	Roy

	... of "Uncle" in 1969-70, USAF required 3 years of service for every
one year of schooling paid for.  Although I served out my extra 3 years before
voluntary separation, I was eligible for a couple of "early-out" opportunities
in the early 70's, no questions asked.

	How the civilian side works today, I couldn't say. I'm fairly sure the
military is the same or worse!

    Isn't the student providing a return on investment WHILE they are going
    to school? During the time the degree is in progress, is the company not
    gaining consideration?
    
    fred deady

If there was a mandate that you work for Digital for x years in return for 
your education, does that mean they couldn't TFSO you for x years?

Could be a benefit for some!

    indentured servitude... what a concept.

    If I take advantage of my medical benefits, should Digital(tm) require
    me to stay with the company until I "work off" the the drain I placed
    on the system?

    If I make a killing on the stock market due to my ESPP benefit, should
    I pay back digital if I leave the company within the following 6
    months?

    The fact that I am pursuing a degree on my own time with Digital(tm)'s
    financial assistance is a benefit to Digital(tm).  The fact that they
    do not take advantage of my increasing competences is not my problem.
    It takes YEARS to earn a degree through evening classes... Digital is
    getting YEARS of pay back every step of the way. 
    
    
    	Eric

    Guess what folks, you may still have to pay for your college courses
    with no help from Digital. Let me try to explain and be brief.
    
    I just met with my manager to discuss my working toward a degree at
    night on my own time with finanical assistance from Digital. I've been
    taking courses at night for more than a year now. I asked what he knew
    of Digital paying for College courses after the latest announcement.
    
    He said that he has been told to only approve courses that will be
    benifical to Digital today. (ie: not if it will be benifical in the
    future, but what I learn tonight in class, will be used tomorrow on the
    job.) If not, the coures will not be approved. Well now, this tells me
    courses that are required like English, History, Political Science,
    Algebra, Music apprication, and others that are required for the Degree
    will have to be paid for out of your own pocket. Also, does this mean I
    have to pay for Core cirrculam classes that I will probally never need
    for my job, but required for a degree.
    
    Has anyone else encountered this.
    
    

    re: .187
    
    The requirements for reimbursement you stated looks like the policy
    established this summer. I thought that the policy was somewhat unclear
    on whether or not degree required courses (but not necessarily Digital
    business related) would be reimbursed. The decision is left up to
    the manager in any case.
    
    michael

re .186
Whats unclear is whether tuition reimbursement is a benefit or not. It
seems that at present its in the semi-benefit grey zone.

>   <<< Note 2754.134 by STAR::ABBASI "only 42 days to graduation bash..!" >>>
>
>    soory \Marv, this dont work either, our friends who go to that
>    Arizona tech. college they mentioned few notes back at 80 bucks
>    per one credit might not mind this, but if you allready in a school
>    that charges 1500 bucks for one course (around 500 bucks per one credit
>    hour), you'll not be happy.
    
    fwiw, Arizona State University is more than a "tech. college."  It's
    the largest university in the state with an enrollment of 50,000.  It's
    also the largest supplier of BSEE's to Intel design & HQ here.
    
    sorry for the slight diversion, but I haven't been in here for a while.
    
    Mike

    AT the risk of being repetitive, if you want to clarify your personal
    training status, I think it's critical to get a development plan in
    place.  See if you can get both your supervisor and cost center manager
    to sign off on it as well as your HR representative.  
    
    There are resources in VTX Learning, although I have not personally
    tried them.  
    
    (Can any HR people tell us if there are any standard policies and
    procedures to be followed around development plans?  Yes, I could see
    what the P&P says, but given all the recent changes, I would like to
    hear what people in HR have actually done.)
    
    If I was a manager, and I never want to be, I would probably favor an
    employee with a development plan on file who is enrolled in a degree
    program over an employee without a development plan if resources were
    scarce and I had to do tuition-triage. 
    
    Holly

    Holly,
    
    Check my note .157. We have some very worthwhile tools available to us.
    
    Have fun,
    
    Dave