How Starbucks boosts retention and engagement with upfront L&D aid

Starbucks is seeing noticeable gains in retention, promotion rates and career growth through its pioneering learning and development benefit, the Starbucks College Achievement Plan (SCAP), according to one of the company’s senior HR leaders.

The coffee shop giant says it specifically designed SCAP to challenge industry norms and make access to education more attainable.

Partners (that’s Starbucks-talk for ‘employees’) are eligible to apply from day one as a full or part-time partner. The firm says it is a no strings attached offer, with no annual limit, and 100% tuition coverage upfront.

In addition, Pathway to Admission is a fully covered expansion of SCAP for those who do not initially qualify for academic enrolment at Arizona State University (ASU), with which Starbucks has an 11-year partnership, according to Ron Crawford, SVP, Global Total Rewards and PRO Service Delivery at Starbucks.

Crawford explains that Starbucks and ASU work closely together to support participating partners with academic advisors, enrolment coaches, success coaches and the ASU 10 onboarding course to ensure every student is set up for success.

With more than 150 degree options available, the offer is broad and its popularity evidenced by the more than 26,000 staff currently participating and the over 16,000 graduates it has created to date.

“We’re seeing what’s possible when access to education is truly equitable,” Crawford explains.

Expanding college access for hourly workers

Participation in the program is encouraged through a concerted effort to drive awareness, visibility and support.

Crawford says: “From the start, we integrate the program into the partner experience. SCAP is introduced during onboarding as part of what makes Starbucks a different kind of employer. Leaders are equipped to discuss it in development conversations, and graduates are regularly spotlighted in internal communications, on our social channels, and website to show what’s possible. Ongoing updates, deadline reminders, and success stories help sustain engagement, creating a culture where education is not just offered, but actively encouraged.”

To help SCAP participants succeed, Starbucks provides a broader support network to help partners balance work, school, and life. It includes flexible scheduling, access to mental health and wellness resources like Headspace and Lyra, and store-level community and peer mentorship that offers daily encouragement.

Crawford says: “The goal is to ensure partners aren’t pursuing education alone, they’re supported by a workplace that understands and values their journey.”

The program gives participants access to all undergraduate degrees offered by ASU Online.

“Many choose degrees in business, communications, organizational leadership, and psychology - fields that align directly with retail management, corporate roles, and future leadership positions at Starbucks,” Crawford says.

“The program is intentionally flexible, allowing partners to pursue what matters most to them, whether it aligns with Starbucks or not. That autonomy has been key to building long-term engagement.”

While there is no set or standard timeline for SCAP graduates, Starbucks sees many promoted shortly after earning their degree.

“SCAP participants are promoted at a faster rate than their peers, and 75% of SCAP graduates experience continued career growth post-graduation. These outcomes point to a clear connection between educational attainment and mobility within Starbucks,” he says.

“We have seen thousands of SCAP partners move into retail leadership positions, from barista to store manager roles. We even see many retail partners transition into positions at the Starbucks Support Center (corporate headquarters). SCAP is not just creating degree-holders, it’s building a pipeline of informed, values-driven leaders.

“At Starbucks, SCAP is more than a benefit, it’s a reflection of our belief in the potential of every partner,” he says.

“It is also a powerful part of our broader talent strategy, helping attract new partners who are inspired by our world-class benefits and supporting their growth both personally and professionally, whether they choose to build a long-term career with us or pursue a different path. Our benefits are not only supportive, they set us apart in a competitive talent market.”

Workplace support and visibility

The firm regularly listens to employee feedback and tracks outcomes like retention, engagement, and career growth to understand the program’s impact.

“What we’ve seen is validating. SCAP participants are promoted at twice the rate of their peers, and 75% of graduates continue to grow their careers after completing their degrees. More than 90% of graduates tell us the program has positively shaped their future,” he enthuses.

Many SCAP graduates choose to stay and advance within Starbucks, but while its effect on retention has been notable, others use their degrees to pursue opportunities beyond the stores.

“We see both outcomes as signs of success. At a time when companies everywhere are exploring how to better support and retain hourly workers, SCAP offers a model for what’s possible when you invest in people with no strings attached,” Crawford says.

“Our journey toward SCAP began with a simple but powerful insight - our partners aspired to earn a college degree but found financial challenges as a barrier to accomplishing it,” he explains.

“In 2014, we launched SCAP with Arizona State University as a first-of-its-kind partnership designed to remove those barriers and create opportunities for our partners to succeed in their dreams.”

Over time, the retailer has introduced several program enhancements, including upfront tuition coverage, extending benefits to eligible military family members, and adding Pathway to Admission.

“The move to full upfront tuition coverage was driven directly by partner feedback,” says Crawford. “We initially used a reimbursement model, where partners paid tuition upfront and were reimbursed after completing their classes. But we heard consistently from partners that this created cash flow challenges. In response, we flipped the model - Starbucks now pays tuition directly and upfront, so partners can focus on their education without financial strain.

“This adjustment eliminated a key barrier for many hourly partners and reaffirmed our belief that access to education should be built on trust, not conditions. Student loan debt in the United States has reached $1.7 trillion, and we believe a college education should be within reach for all,” says Crawford.

After 11 years, that bet has paid off, he believes.

“Partners feel trusted, valued, and invested in, and many choose to stay and grow with us. For those who move on, we know we’ve played a role in their journey, and that’s something we’re proud of.”

“It’s key to us that we create opportunities, not just jobs, and that our partners feel good about their future. With competitive pay, industry-leading benefits, development opportunities, and a culture of belonging, we’re making it clear that when you put on the green apron, anything is possible,” Crawford says.

Career advancement and retention outcomes

Studies show that such benefits play a big role in retention, particularly those that support and champion employee well-being and it has been reflected in the firm’s retention metrics.

“We’ve seen some of the lowest turnover rates in the retail industry, with partner retention hitting its highest levels since the pandemic. We believe this trend is due to our comprehensive benefits and supportive culture that actively promotes and advocates growth opportunities,” says Crawford.

“For any organization looking to breathe new life into their education benefits, my advice is simple - make it easy, listen to your employees, ensure it is meaningful, and make it lead somewhere. Programs stall when they’re buried in red tape or disconnected from growth. At Starbucks, we’ve consistently listened to what we’re hearing from our partners, and it’s that flexibility, relevance, and trust matter most.”

“We designed SCAP with no reimbursement hoops, no tenure requirements, and no strings attached, just access from day one. When education is directly tied to career opportunity and offered with trust, not conditions, it becomes more than a benefit. It becomes a catalyst for transformation,” he concludes.