Curriculum Associates reviews

The culture that once existed at Curriculum Associates has faded. Recently, part-time Professional Learning pay was reduced by approximately 15–25 percent depending on the region. For part-time employees who do not receive benefits, the compensation previously helped balance the lack of health insurance, retirement options, and paid time off. The work is also highly dependent on the season and the number of certifications an employee holds. For new hires especially, this is critical, as certification does not happen overnight, which already limits earning potential early on. With the recent pay cuts, it is even more difficult to sustain financially in this role. Leadership often speaks about being a “world class employer,” but world class employers do not reduce employee pay while increasing expectations. There has to be a better system than cutting compensation for the people delivering the work that districts consistently praise. Service is often described as the heart of the organization, and districts regularly rate the Professional Learning team’s service among the highest in feedback surveys. Yet the compensation tied to delivering that world-class service is being reduced. The message feels misaligned. Full-time Professional Learning staff are already stretched thin and experiencing burnout, and the required number of shifts has increased to about 130 per year. At the same time, layoffs have occurred while additional executive roles continue to be added. There is also frequent messaging from leadership expressing appreciation, often acknowledging the impact of travel on employees and their families. While those words are noted, the most meaningful way to demonstrate appreciation is through fair and equitable compensation. Words of appreciation do not offset reductions in pay or increasing demands. Many veteran employees who helped build the culture have left, and morale has declined. There has also been a continued shift of positions to India in an effort to increase profitability, while expectations for remaining staff continue to rise. Unfortunately, it increasingly feels like top leadership has become disconnected from the realities of the work happening on the ground with schools and educators. Curriculum Associates once felt like a mission-driven organization centered on educators and employees. Many employees are now questioning whether profitability has become the primary priority at our expense.

In recent years there has been a noticeable shift in the organization, particularly within marketing. Many experienced marketing professionals have either left, been laid off, or moved on to other opportunities, resulting in a loss of institutional knowledge and strategic expertise. At the same time, hiring priorities appear to have shifted toward candidates with classroom teaching backgrounds rather than experienced marketing practitioners. While educational perspective can be valuable, marketing functions benefit from deep expertise in the discipline, and the current balance appears to be creating challenges. There has also been a significant expansion of offshore operations, including the development of a large office in India and the migration of a number of roles across departments. Combined with ongoing turnover and restructuring, this has created a sense of instability internally and uncertainty about the long-term direction of teams.