Lifestyle
College credit for working your job? Walmart and McDonald’s are trying it
Bonnie Boop is now a people lead at Walmart in Huntsville, Ala. She received college credit for a company training program, graduating with a bachelor’s degree last year.
Andi Rice for NPR/Andi Rice for NPR
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Andi Rice for NPR/Andi Rice for NPR
When Walmart stopped requiring college degrees for most of its corporate jobs last year, the company confronted three deep truths about work and schooling:
A college diploma is only a proxy for what someone knows, and not always a perfect one. A degree’s high cost sidelines many people. For industries dominated by workers without degrees, cultivating future talent demands a different playbook.
Some of the nation’s largest employers, including Walmart and McDonald’s, are now broaching a new frontier in higher education: convincing colleges to give retail and fast-food workers credit for what they learn on the job, counting toward a degree.
Behind the scenes, executives often paint a grander transformation of hiring, a world where your resume will rely less on titles or diplomas and act more like a passport of skills you’ve proven you have.
For now, companies and educators are only starting to chip away at one of the first steps: figuring out how much college credit a work skill is worth.
Getting credit for Walmart training
Something unusual happened to Bonnie Boop one semester.
She’d returned to college in her late 40s using Walmart’s tuition-assistance program after joining the company as a part-time stocker. In her younger years, she had gotten two associate degrees, so her children used to joke that she might as well say she’d gone to school for four years. But to her, it wasn’t the same.
“Bachelor’s degrees tend to open more doors,” Boop says. Plus, she says, she persisted for “the principle of it all.”
At Walmart, Boop stocked health and beauty aisles in the evenings after another day job. Later, she went full time and got promoted to supervise others. This required new training at “Walmart Academy”: brief, intensive courses on leadership, financial decision-making and workforce planning.
Walmart and a few other companies are working with colleges to figure out how to convert skills — or at least trainings — done at work into college credit.
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Andi Rice/for NPR
Then one day, looking at Boop’s upcoming business-operations class at Southern New Hampshire University, which Boop attended online from Alabama, her adviser found the record showing she’d already taken the course.
“But I didn’t,” Boop says. “And she said, ‘Yes, you got credit from Walmart Academy.’ And I said, what?”
Through corporate training and certificates that convert to college credit, Walmart Academy aims to get workers as far as halfway to a college degree, the organization’s chief told NPR. Boop had done several such programs, which let her bypass two college courses.
At her rate of study, “that would have been two semesters’ worth,” Boop says. “I was like, wow!”
Studying while also holding down a job meant staying up late after her shift that ended at 11 p.m. and keeping a meticulous schedule of big school projects to do on her days off. After 2 1/2 years of this, expedited by her associate degrees, Boop watched her photo slide across the screen at the virtual graduation in December.
Wearing her cap and gown, she posed for photos with her new diploma: Bachelor of Science in business administration, with a concentration in industrial organizational psychology. Today, Boop is her store’s “people lead” overseeing more than 200 workers.
What’s in it for corporations?
Many American universities have long offered credit for corporate training by companies like Google, IBM or Microsoft. For work in retail and fast food, the process is nascent.
McDonald’s is working with several community colleges to build a path for converting on-the-job skills, like safe food handling or customer service, into credit toward degrees in culinary arts, hospitality or insurance. Walmart has over a dozen short-form certificates and 25 training courses — in tech, leadership, digital operations — that translate to credit at partner universities. The car-service chain Jiffy Lube has its own college credit program, too.
“For adults who feel like they weren’t college material, what we are able to do is say, ‘You are. And you’re doing college-level work already,’” says Amber Garrison Duncan, who runs the nonprofit Competency-Based Education Network that connects employers and higher-education institutions.
Educators hope this brings more students into the fold — expanding access to education and allowing more people to achieve better-paying, more-secure careers with less debt and fewer years of juggling work and study.
For companies that offer tuition assistance to employees, the idea that work skills should count toward college credit makes financial sense: It means a student spends less time in school and doesn’t have to pay for classes that would teach them something they already know.
And paying for tuition can attract workers in a competitive labor market and keep them longer, slowing turnover, saving money on recruitment and training, and cultivating more loyalty to the employer.
Bonnie Boop became her store’s people lead within weeks of completing her courses for the Bachelor of Science in business administration, with a concentration in industrial organizational psychology.
Andi Rice/for NPR
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Andi Rice/for NPR
McDonald’s and Amazon executives say this is exactly their motivation, noting that many people use their jobs as stepping stones to elsewhere. Walmart’s executives differ, saying that their goal is to build a pipeline of talent from the front lines to open positions within the company.
The U.S. military paved the way, but it’s not the same
Counting existing knowledge toward a degree is not a radical idea. Plenty of high school students get a head start on college with credit for AP, or “advanced placement,” classes. Many colleges also offer “credit for prior learning” that lets students skip foreign-language classes if they’re already fluent — or test out of courses through special exams or assessments.
The U.S. military took the idea further in recent decades. It worked with the American Council on Education to build a comprehensive database of how its jobs and training programs translate to college credit.
“There’s no rule about what colleges and universities have to accept,” says ACE’s Derrick Anderson. “But they can look at the person’s military record … and they figure out how much credit they want to award.”
This and other education support made the military “a powerful engine of socioeconomic mobility,” Anderson says. His group’s database of recommended credit now spans work experience beyond the military: government, nonprofits, apprenticeships.
“What I see working with employers, higher education and workforce organizations is a growing understanding that work and learning have been two silos in the past and can’t be two silos in the future,” says Haley Glover, director of Aspen Institute’s UpSkill America initiative.
What about skills simply gained by working?
For now, most of the college credit for work experience focuses on “prior learning” that’s taught in a classroom — standardized, structured and measurable enough to fit rigid criteria — such as training or certification programs.
Figuring out how to map on-the-job skills gained otherwise is the big leap.
“It’s a complex thing,” Glover says. “It requires an employer to be very rigorous about how they’re codifying and assessing, and that’s a capacity that a lot of employers don’t have. It also requires institutions of learning to be very open and progressive.”
Bonnie Boop started at Walmart as a part-time stocking associate and returned to college using the company’s tuition-assistance program.
Andi Rice/for NPR
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Andi Rice/for NPR
Historically, some colleges have allowed students to present a portfolio, diligently documenting learnings on and off the job.
The McDonald’s pilot program is considering how this could work for restaurant employees. Some schools offer a separate course, for example, specifically for compiling a work-skills portfolio.
But expanding this system to the retail and food-service universe would require an army of academics willing to perform individual reviews. That’s a tremendous amount of time, and professors are often hesitant to commit — especially if it means they’d miss out on a potential student.
“This definitely is a process that disrupts what traditional higher ed is used to, in terms of seat time — credit for sitting in a class and doing assignments,” says Brianne McDonough at the workforce development nonprofit Jobs for the Future. “It’s a big change.”
Then, there are more basic challenges. Many workers simply don’t know about their employers’ education offers or struggle to navigate the application bureaucracies. They often receive little scheduling leeway to balance their working and studying hours.
“Shockingly tragic” was how Anderson described the small share of workers taking advantage of corporate college perks.
That’s partly why hiring and education officials talk about a “skills-first approach” to higher education — a future of short-form certificates and credentials weighed on par with college degrees.
“This is a problem that a lot of companies are trying to solve for,” says Lorraine Stomski, who heads Walmart’s learning and leadership programs. “What are the rules of the future?”
On a 75-mile cliff-hugging stretch of highway in California, traffic is way up, despite soaring gas prices. And locals expect the busiest summer in years.
The road is Highway 1 in Big Sur, which reopened in January after three years of repair and reconstruction following a pair of landslides. Drivers can once again embark on the state’s most famous road trip, covering the 100 miles between Cambria to the south and Carmel to the north without leaving the two-lane coastal highway. And they’re heading out in big numbers.
Caltrans estimates that as of May, Big Sur restaurant and retailer guest counts are up 40% from last year, and that northbound traffic at Ragged Point, the southern gateway to Big Sur, has risen 900% year-over-year.
People pose for photos near Bixby Bridge. Monterey County’s Board of Supervisors voted to explore a 12-month ban on parking around the bridge.
Safety cones prevent parking along Coast Road near the Bixby Bridge.
“Take your time,” said Kirk Gafill, co-owner of the popular Nepenthe restaurant and president of the Big Sur Chamber of Commerce, offering advice to travelers. “You’re going to be sharing the road with a number of people.”
As travelers rediscover the road, the cost of driving has been shooting skyward. California’s average gas price ($6.11 per gallon as of May 26) is up 26% from the year before. In early April, rates hit $9.99 at the isolated gas station in the Big Sur community of Gorda.
For spring and summer travelers, these numbers would seem to pose a stark question: Stay home and save money, or head for the coast because the road is finally open and it’s still cheaper than flying?
So far, the latter answer is winning big.
Fog lingers off the coast of Highway 1.
“We are definitely seeing a huge uptick in our reservations,” said Megan Handy, assistant general manager at the upscale Treebones resort. She estimated that bookings are 30% or more ahead of last year, and rates are unchanged since then. But “it’s still not feeling super crowded, which is nice. Everything still feels kind of calm.”
But added traffic has raised some anxiety. On May 19, Monterey County’s Board of Supervisors voted to explore a 12-month ban on parking at Bixby Bridge, one of the region’s top photo spots.
Over the years, the number of cars parking near the bridge — often illegally, sometimes impeding emergency vehicles — has risen. The proposed parking moratorium won’t take effect until the supervisors discuss it further.
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Busy as things are, several business owners pointed out that many international travelers have not yet returned — perhaps because most make their plans more than six months ahead, perhaps because of global politics, perhaps a little of each.
The biggest challenge for businesses during this resurgence? “Restaffing and retaining,” said Handy at Treetops.
At Nepenthe, Gafill said his business has seen a 45% boost in guest volume since the road’s reopening. Gafill said he would have expected a 35% pickup, “simply by virtue of reopening the highway.” The additional 10%, he said, might be “all that pent-up demand,” aided by “a very beautiful and very dry winter,” followed by a mild spring.
A lunch crowd dines at popular restaurant Nepenthe.
Another possible factor: Nobody can be sure how long the road will remain open.
To cope with the influx of people, Gafill said, “everybody is trying to recruit and retain their existing staff.”
At the Ragged Point Inn, where rates dropped as low as $149 nightly last fall, rates are back over $200 and staffers are suggesting that customers book at least six months ahead. The inn has reopened its snack bar for the first time since early 2023, and management is investing in capital upgrades and staging live music on weekends throughout the summer.
Business “is up over 100%,” said Diane Ramey, whose family owns the inn. “I know not all of our neighbors are having the same lift, but everybody is doing better.”
Traffic approaching Bixby Bridge.
A visitor poses in an oversized chair at Big Sur River Inn.
Even at the New Camaldoli Hermitage, a Benedictine monastery above Lucia, the road’s reopening and coming summer season have made a difference. Bookings are up an estimated 30% at the hermitage, which rent rooms and cottages (for two nights or more) to visitors who agree to its requirement of silence.
Big Sur business owners advise visitors to travel on weekdays for less traffic and the best hotel rates, and to get on the road as early as possible.
Since its opening in 1937, the highway has been vulnerable to landslides and shifting ground, operating on a longstanding cycle of landslide, closure, repair, reopening and then another landslide, or sometimes a fire. The U.S. Geological Survey has identified the Big Sur coastline as one of the most landslide-prone areas in the western United States. The 2023-2026 closure was the longest in the highway’s history.
Over time, road crews have used increasingly sophisticated strategies. In the most recent efforts, Caltrans said, it used drones to help survey the slopes and remotely operated bulldozers and excavators to reduce risks to workers.
During the closure, no traffic was allowed on 6.8-mile span from just north of Lucia until about a mile south of the Esalen Institute. Drivers detoured inland by way of U.S. 101.
Correspondents of CBS’ 60 Minutes pose for a portrait in 2023. From left to right, they are Sharyn Alfonsi, L. Jon Wertheim, Bill Whitaker, Lesley Stahl, Scott Pelley, Cecilia Vega, and Anderson Cooper. Former Executive Producer Bill Owens sits on the far right. Only Wertheim, Whitaker and Stahl remain at the program.
CBS Photo Archive/CBS via Getty Images/CBS
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When CBS fired Scott Pelley on Tuesday night, the new 60 Minutes executive producer, Nick Bilton, told Pelley it was for insubordination at a staff meeting the day before.
The veteran correspondent argues he was defending the DNA of 60 Minutes and the integrity of its journalism.
The battle royale over the network’s most prestigious and profitable news program is part of a broader fight over the direction of CBS News.
And given CBS’s acquisition by a billionaire family whose business interests have become intertwined with the political interests of President Trump, it reflects a larger war over control of the media in the current moment.
That father and son, Larry and David Ellison, bought CBS’ parent company, Paramount, last summer. In January, they became co-owners of TikTok’s U.S. operations. Now they’re seeking approval from Trump’s regulators to buy Warner Bros. Discovery, the parent company of CNN.
A glamorous show shorn, for now, of most its stars
CBS fired Cecilia Vega, a correspondent, and Tanya Simon, the executive producer, from 60 Minutes last week. They are shown in this photo at the 2026 White House Correspondents’ Association Dinner on April 25, 2026 in Washington, D.C.
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Kristina Bumphrey/Variety via Getty Images/Variety
But the specifics of this individual episode matter — for 60 Minutes, CBS, its audience of millions, and even the news business itself.
The program has been the most glamorous post in broadcast news. The correspondents are the stars of the show. And now, there are just three of them.
Anderson Cooper left last month, concerned over the direction of the network’s coverage. Last week was a virtual bloodbath: correspondents Cecilia Vega and Sharyn Alfonsi were fired. So were a producer and two show executives — including Tanya Simon, a longtime staffer who had stepped up as executive producer when her predecessor resigned in protest before the Ellisons’ takeover.
With Pelley’s ouster, only correspondents Lesley Stahl, Bill Whitaker, and Jon Wertheim remain. Now they are considering whether to resign, according to two associates with knowledge.
Their brand-new boss, Bilton, was previously a tech reporter for The New York Times and an investigative reporter for Vanity Fair. He executive-produced a documentary for Netflix about a couple accused of laundering Bitcoin and has been a producer on several other films.
Notably, he has no experience in television news.
Neither does Bari Weiss, whom David Ellison installed as the network’s editor in chief last October. The Ellisons also bought her center-right views-and-news site, The Free Press.
She has maintained that the network of Walter Cronkite needs a makeover for the digital moment. She has also contended for years that CBS, along with the rest of mainstream media, is too reflexively anti-Trump, anti-Israel, and too woke.
A rejection of CBS News executives’ overtures
The new executive producer of 60 Minutes, Nick Bilton, has been a tech journalist and documentary filmmaker, but lacks experience in broadcast news.
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Matt Winkelmeyer/Getty Images/Getty Images North America
Bilton attempted to set a conciliatory tone at Monday’s meeting — his first with the show. Pelley, a formidable veteran correspondent and former CBS Evening News anchor, wasn’t having it.
Pelley called Bilton unwelcome and unqualified. And Pelley said that Weiss was attempting to “murder” the program.
In firing Pelley on Tuesday, Bilton said the journalist had hijacked the meeting and rejected overtures to work constructively through their differences. (NPR obtained a copy of the firing notice.) Bilton wrote that Pelley’s “antipathy to the future of the show came through loud and clear.”
In his own statement late Tuesday evening, shared with NPR, Pelley accused CBS’s new news leadership of killing 60 Minutes‘ DNA and pushing him “to inject falsehoods and bias into a politically sensitive story” and “to include assertions that are unverified.”
The accusations, to which CBS has not yet responded, echo those made by Alfonsi and Vega, the two correspondents fired last week.
Earlier this year, Alfonsi publicly complained after Weiss held one of her stories at the last minute, and kept it frozen for weeks, demanding an on-camera interview with a Trump White House official that never played out. It ran, unchanged from the intended version, with additional statements from the administration tacked on to the end.
After being fired, Vega said in a statement obtained by NPR that her team had “experienced efforts to insert political bias into our stories.”
“Let’s call this what it is: censorship, both censorship and self-driven” Vega continued. “It is dangerous for the show and dangerous for democracy.”
Weiss previously rejected Alfonsi’s and Vega’s allegations. (CBS said Vega’s claims, for example, were “not based in reality” while expressing appreciation for her work.)
Weiss and Bilton say digital threat requires a 60 Minutes overhaul now
In a meeting this morning, Weiss said that Pelley chose his own path — that is, to be fired rather than to find a way to work through his concerns, according to attendees. The network and Weiss have not yet publicly addressed Pelley’s accusations of interference.
Bilton and Weiss say they respect the show’s traditions, its accomplishments and its legacy of enterprise reporting, extended interviews and visual storytelling. It rose in the ratings 9% over the past season under Simon.
The two news leaders say, however, 60 Minutes needs to be overhauled before it becomes increasingly irrelevant in the era of streamers and other sources of news, information and entertainment in the digital age.
Interviews with 12 current and former CBS News staffers, from producers to executives, suggest great reservations and suspicions remain about Weiss’ judgment and her ability to handle the prominent and even famous journalists on whom her division relies.
Weiss had initially sought to reinvent the CBS Evening News, dropping a two-anchor format that had sagged in the ratings. Cooper turned down Weiss’ overtures to anchor it and left the network altogether, concerned about her approach, according to associates. (They spoke on condition of anonymity because Cooper has not chosen to speak publicly on the matter.)
David Ellison became chairman and CEO of CBS’ parent company, Paramount, after buying it last year.
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Noam Galai/Getty Images for Paramount/Getty Images North America
The ratings have continued to sag under new anchor Tony Dokoupil. And some CBS journalists, including producers who have left the Evening News, have publicly accused Weiss of making editorial decisions driven by politics. She has rejected those claims.
The decision to take on overhauling two key shows — one listing, one highly profitable, both high profile — carries significant risks for Weiss and the network, even apart from other considerations.
But the Ellisons’ presence cannot be ignored.
When Shari Redstone was negotiating the sale of CBS’s parent company, Paramount, to the Ellisons’ Skydance Media last year, the network announced the end of Stephen Colbert’s late night show. He had been one of the president’s most biting and acerbic critics.
David Ellison also made a series of concessions directly to Trump’s chief broadcast regulator, Federal Communications Commission Chair Brendan Carr, gutting CBS’s diversity, equity and inclusion initiatives and appointing a conservative ombudsman to field complaints of bias against its news reporting.
Carr and other regulators approved the Paramount deal last summer.
The accommodations echo those made by other media titans.
Amazon and Blue Origin founder Jeff Bezos remade the editorial pages of the Washington Post, which he owns, into a far more hospitable zone for Trump at the outset of his second term. So did Los Angeles Times owner Dr. Patrick Soon-Shiong, a noted medical device inventor. Amazon and Blue Origin have multi-billion dollar contracts with the federal government. Soon-Shiong’s medical research firm routinely has patent applications up for review with federal regulators. One was approved Tuesday.
The Ellisons are hoping to win approval from federal regulators next month for their purchase of Warner Bros. Discovery in a deal valued at more than $110 billion. It would include Warner Bros. Studio, HBO and CNN, among other properties.
As Weiss routs CBS News’ old guard, the question of what role she might play at CNN — and what changes that portends at CBS — hangs over journalists at the two networks. The fate of 60 Minutes serves as a high-stakes case study for both.
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