Realizing the Potential of Learning and Employment Records as Verifiable Credentials: A Road Map for Successful Demonstrations

As digital wallets become increasingly mainstream, a majority of jobseekers surveyed also want to use this technology in their job search. Digital wallets that contain Learning and Employment Records (LER) as Verifiable Credentials (VC) provide benefits such as giving credential earners ownership and control over the evidence of their skills, academic history, and professional achievements. Instead of having an institution issue this information for a fee each time the credential is accessed or used, the credential earner could send the information to whomever they choose at no cost. VCs also allow employers to determine the authenticity of the credential and see the skills needed to earn it, functionality that is not possible when digital badges and credentials are shared through an online profile. 

VCs were adopted as a new web standard for digital credentials in 2019. As with any large-scale technology adoption, developers needed time to ensure functional interoperability within an ecosystem. Through a series of interoperability plugfests, JFFLabs and the W3C vc-edu working group deployed the VC standard for digital credentials with over 40 developers working to incorporate it within their digital wallet or credential issuing products. The plugfests also gave credential issuers and digital wallet developers the opportunity to show how these credentials could be exchanged between products and users. 

Building on this work, JFFLabs began to demonstrate how the technology works outside of a test environment and with real users seeking to use VCs for economic mobility. To demonstrate the viability of using digital wallets and VCs, JFFLabs partnered with the Digital Credentials Consortium to engage three partner organizations to implement a full credential lifecycle—from issuing to sending to acceptance and verification by an employer. These partner organizations allowed us to convert their existing digital credentials into VCs for use within their communities.  One organization was dedicated to helping transitioning service members find civilian careers, another supported women entrepreneurs, and the third helped people without degrees who were interested in entry level careers in the biotech industry.  

Over a year, we worked with these three organizations to interview employers and jobseekers to gain a baseline understanding of how they perceived credentials. We also worked with credential-issuing organizations and developers to issue VCs for the skills they provided to credential earners. These organizations connected us with their employer partners so that we could support them and explain how they could receive and interpret the credentials. Finally, we tracked how credential earners used their credentials to support their professional goals. From our work, we gained perspective on what it takes to demonstrate the utility of digital credentials through a full credential lifecycle. As more organizations and stakeholders explore these technologies with LER, here are some key considerations for others embarking on this journey. 

5 Questions to Ask Before You Begin a VC Demonstration 

1. How Ready Are Your Partner Organizations to Engage in This Shift? 

   Successful demonstrations rely heavily on the readiness and openness of partner organizations. In selecting partners, make sure the organization has a well-defined credentials use case, experience using digital credentials, organizational capacity to support end-to-end deployment, and a clear link to opportunities for advancement. For example, with our transitioning service member organization, skills gained for specific military experience were awarded as a VC. An employer that was looking to hire veterans with these specific skillsets could use the VC to identify candidates with these skills. With all three organizations, we found that the most important factor was to have a champion in a leadership position who can communicate necessary changes with stakeholders. The partner organizations must also fully understand what it means to be an early adopter of a newer technology, especially if they have an existing system that  they feel works for them. Our most successful projects were with partners who had strong,  trusted technical collaborators. If an organization lacks such support, then it’s crucial to identify or hire a technological consultant who understands the existing infrastructure and can advise on adopting new tools that the partner organization can trust. 

2. How Well-Designed Is Your Digital Credential? 

   The specificity and clarity of a credential are critical for its acceptance by employers, and so a well-defined credential development framework is essential. Consider how the credential will be used, whether as a standalone credential or part of a pathway, and its interoperability with common HR and employee management platforms. The metadata within the credential should clearly state the criteria for earning it as well as the period for which the credential is valid. As employers begin to understand the role of VCs in their hiring processes, having a well-designed credential will be more readily accepted during the hiring process. 

3. Do Credential Earners Have an Opportunity to Provide Feedback Early in the Process?Engaging with credential earners early on can significantly enhance the value and utility of the credential. We selected partner programs that had established, well-designed frameworks that would make it easier to issue credentials. In each case, we found that engaging with focus groups of credential earners prior to issuing the credential would have likely increased the credential’s value and utility to the earner.

   To be a successful demonstration site, the credential should be well-defined from the start, but also include user feedback early on so that adjustments can be made to increase its utility for earners. For example, with our women entrepreneurship partnership, the organization offered a well-defined course pathway for which each participant received a digital credential of completion. However, after talking to the participants, they also wanted additional credentials that vouched for their skills as small business owners, such as public speaking, finance or bookkeeping.

4. What Information Does the Employer Want, and How Are You Communicating It Through the VCs?Engaging with credential verifiers, such as employers, early in the development process helps build trust and ensures the credential meets their needs. This can refine the credential descriptions and display preferences, ultimately helping earners access growth opportunities. Especially during these early stages of adoption, clear communication from program partners to employers about the benefits of digital credentials is essential for increasing acceptance and utility This is especially important during the transition process of moving from digital badges and credentials to VCs.

    

5. Does the Partner Understand What a VC Is?It’s crucial for key decision-makers at partner organizations to understand the difference between digital badges and VCs. These differences include giving earners agency and control over their credentials and making them accessible through inclusive design. Rather than having an institution own the credential and sometimes charge for access, VCs allow the credential earner to own the credential, ensuring lifelong access and control over what information is public or private. Scaffolding resources based on stakeholders’ initial understanding can help articulate these benefits effectively.

    

Conclusion 

Transitioning to VCs requires thoughtful consideration and preparation. Strong industry partnerships, clear communication, and early user and verifier engagement are crucial for successful demonstrations. 

Common themes emerged at our three demonstration sites. Pre-existing relationships with industry partners made it easier to introduce VCs, but all programs required more time than initially budgeted to shift stakeholders to using VCs. Verifiers needed clearly written and accessible information about how credentials were earned. To help verifiers, hiring managers should be trained on how to interpret the metadata within each VC. Another critical consideration is the decision to issue credentials based on program completion vs. specific skills. Program completion is simpler but may lack the granularity valued by verifiers and earners. Finally, focusing on a larger number of partners sharing a pool of credential earners can better demonstrate the scale, impact, and benefits of interoperable credentials. 

Our jobseeker survey data and focus groups from this project show a clear demand for credentials that effectively communicate skills gained through work experience. Transitioning to interoperable credentials based on open standards requires time, clear communication, and relationship building.  With careful planning and execution, VCs can unlock new opportunities for all stakeholders. 

To learn more about insights gained regarding technical implementation, please visit the DCC blog.