APSCU 2013


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Experience Counts! Leveraging Internship/Externship Experience to Secure Employment for your Graduates.
Join highly-rated APSCU speaker Ann Cross of the Sparrow Group and Connie Johnson Ed.D, Chief Academic Officer at CTU for this interactive and engaging workshop about standardizing and implementing institutional wide externship best practices. This is not a theoretical workshop- You’ll hear stories of success, see data that supports employment outcomes and leave with tools that you can take back to your institution and use immediately.

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APSCU 2013

  1. 1. Experience Counts! LeveragingInternship/Externship Experience toSecure Employment for your GraduatesDr. Connie JohnsonAnn CrossMary Beth Ryder
  2. 2. Many Thanks to Turning Technologies
  3. 3. Ann CrossExecutive PartnerAnncross012@gmail.comDr. Connie JohnsonChief Academic OfficerCjohnson@coloradotech.eduMary Beth RyderStrategic Partnership Manager
  4. 4. About UsThe Sparrow GroupProven Student Engagement SuccessThe sparrow is known for being nimble, quick,loyal, and attentive to details, and for unusualvision which enables them to see opportunity froma great distance.
  5. 5. About UsColorado Technical UniversityFounded in 1965, Colorado TechnicalUniversity (CTU) provides higher education fortoday’s career-focused students and offersstudents support, flexibility and resources toadvance personally and professionally.CTU offers associate, bachelor’s, masters,and doctoral degrees. CTU’s main campus isin Colorado Springs, CO, with campuses inDenver CO.; Sioux Falls, SD; and NorthKansas City, MO.Nearly 25,000 students attend CTU throughground campuses or online platform.Approximately 82 percent of our studentsattend CTU’s web-based Virtual Campus. Colorado Springs4435 North Chestnut StreetColorado Springs, Co 80907 Denver3151 South Vaughn WayAurora, CO 80014 Sioux Falls3901 West 59th StreetSioux Falls, SD 57108 North Kansas City520 East 19th AvenueNorth Kansas City, MO64116
  6. 6. What You Will Learn Trends in experiential learning Identify executive level strategies Practical tools - What Works! Data, Data, Data- 3 Innovations Site Development Bonus! Leverage social media, alumni networks andtechnology to improve employment outcomes
  7. 7. TELL US ABOUT YOUR COMPANYOneCampus2-10Campuses>10CampusesConsultantorVendorOther0% 0% 0%0%0%1. One Campus2. 2-10 Campuses3. >10 Campuses4. Consultant or Vendor5. Other
  8. 8. TELL US ABOUT YOUCampusAdministrationCareerServicesEducationAdmissionStudentServicesVendor/Consultant0% 0% 0%0%0%0%1. Campus Administration2. Career Services3. Education4. Admission5. Student Services6. Vendor/Consultant
  9. 9. WHY IS THIS TOPIC IMPORTANT TOYOU?Wearelookingfortactic..Weneeddatatosuppor...Becausewewanttoimp...AlloftheaboveOther0% 0% 0%0%0%1. We are looking for tactical tools tohelp manage intern/externship2. We need data to support theimportance of experientiallearning offerings for all programs3. Because we want to improveemployment outcomes and wantto see some best-practices4. All of the above5. Other
  10. 10. Why Employment Outcomes MatterThe Perfect Storm Major Lawsuits against highly selectiveinstitutions Gainful Employment legislation Obama Administration dialogue Media coverage - “The Value of HigherEducation” Accreditors Economy Prospect shopping research
  11. 11. Experiential Learning is EverywhereExperience is King!• Portfolio project• Internship/externship• Volunteer work• Related work• Experiential assignments• Capstone Projects
  12. 12. Impact of Experiential Learning1. 83% of respondents agreed or strongly agreed with the statement that“work/internship experience acquired before, or during, graduateschool results in greater employment opportunities upongraduation.”2. Undergraduates in a business school were more likely to receive joboffers if they had completed an internship3. Intern alumni had higher salaries than non-intern alumni4. Internship statistics from the National Association of Colleges andEmployers (NACE) 2009 Experiential Education Survey:• 67.7% of 2007-08 interns were offered fulltime positions• 83.6% of these offers were accepted• 35.3% of employers fulltime, entry-level college hires came fromtheir internship programs.1) Cassidy, 20102) Gault, Leach and Dewey, 20103) Gault, Reddington and Schlager, 2000
  13. 13. Proof of Concept“Internships help students see practical applications for what they learn in the classroomand clarify their own career aspirations (regarding not just what they want in a job, butalso what they don’t want)” –Inside Higher Ed, 2012 According to the National Association of Colleges and Employers (NACE), over 55%of 2012 graduates who took part in NACE’s 2012 Student Survey completed aninternship or co-op. NACE’s 2012 Job Outlook survey found that 73.7% of employers prefer to hire jobcandidates who have relevant work experience. The 2012 NACE Internship & Co-op Survey found that the number of internships isexpected to increase by 8.5%. NACE 2010 Student Survey: Graduates with internship experience are more likely toreceive a job offer than graduates without this experience (42% vs. 30%) 81% of employers who participated in the 2010 Association of AmericanColleges and Universities survey said that completing an internship orcommunity-based field project to connect classroom learning with real-worldexperiences would help to prepare college students for success.
  14. 14. BOTTOM LINE?
  15. 15. Executive Level OversightStandardize, Implement & ManageCase Study
  16. 16. What Experiential Learning Data Tells You Area’s for curriculum improvement Area’s for student soft skill improvement Area’s for student practical skill improvement Is your Institution meeting the demands of the market? Which companies are most likely to hire Cultural fit of your students to specific companies Which Employers offer the best learning environments? Who are the market influencers?… Just to name a few!
  17. 17. WHAT TOOLS ARE YOU CURRENTLY USING TOMANAGE EXPERIENTIAL LEARNING PROGRAMS?OurStudentInformatio...OurSIStrackssomethin...It’salltrackedmanually(..WehaveanExperientia...Other/Idon’tknow0% 0% 0%0%0%1. Our Student Information System(SIS) tracks everything2. Our SIS tracks some things, andwe do others manually3. It’s all tracked manually (in MSExcel, or paper documents)4. We have an ExperientialLearning Management System(ELMS) such as RXPreceptorthat tracks everything5. Other/I don’t know
  18. 18. ELMSJob BoardStudentPortalSitePortalFieldInstructorPortalFacultyPortalELM AdminPortalDocumentManagementExperiential Learning Management System -Must Haves!
  19. 19. Preceptor ViewRxPreceptor-
  20. 20. RxPreceptor- Student View
  21. 21. Administrator ViewRxPreceptor-
  22. 22. RxPreceptor: FeedbackPreceptors/Employers“RxPreceptor made it extremely easy toapprove time.”“RxPreceptor was very useful and easyto navigate.” 76.7% of preceptors surveyed feltvery or extremely comfortable withnavigating the RxPreceptor site. 50 employers/preceptors have anRxPreceptor login and are activelyworking with students to completetheir PLE hours.Students“RxPreceptor was a fantasticorganizational tool and communicationtool that was super easy to use!”“Rxpreceptor was helpful and easy tounderstand.” 81% of students surveyed agreed orstrongly agreed that they feltcomfortable with navigating theRxPreceptor site. About 550 active students have anRxPreceptor login. These studentsare in various stages of their physicalPLE.
  23. 23. Evaluating ELMS
  25. 25. Innovation: New DataData, Data, Data• Employment Velocity• EmploymentForecasting• EmploymentDashboard• Employ-Ability Index
  26. 26. Employment VelocityEmployment VelocityThe speed at which our graduates are employedGraduate and start my job, not graduate and start myjob search!Days from Graduation Percent EmployedAt graduation* 50%30 70%60 80%90 85%
  27. 27. Employment Forecasting
  28. 28. Employment Dashboard
  29. 29. Employ-Ability Index 5 Assessment Points– Month 1– Early Term Skills Class– Mid-Term– Late Term Skills Class– 1 Month prior to Externship/Internship 10 Professionalism Criteria– Reflects behaviors and characteristics deemed critical tosuccess in todays workplace– Reflects attributes, tools, practices and skills equipping a jobseeker to compete for desirable positions
  30. 30. “Employ-Ability” Index012345678910Comm Attitude Timely Reliable Organized Image Feedback Team Integrity ApplicationNew StudentEarly TenureMid-TenureNear GraduationGraduation
  31. 31. Mitigation Strategies- Employ-Ability IndexSeries of 8 Soft-Skill Workshops1. New Beginnings- Your Map toSuccess2. Interviewing Strategies for Success3. Maximizing Social Media to get agreat job4. Conducting a Successful Job Search5. Writing a Winning Resume & CoverLetter6. Time Management for the BusyGraduate7. Internship/Externship Excellence! YourOpen Door to a New Career!8. Professionalism!
  32. 32. Which tools do you already use?(Select all that apply)Regularemploy...Employmentfor...Weeklydashboa...Employ-ability...Noneoftheab...0% 0% 0%0%0%1. Regular employment velocityreports2. Employment forecasting3. Weekly dashboard4. Employ-ability indexing5. None of the above
  33. 33. Best PracticeMaximizing Social Media&Career Service BrandingWhat Works!
  34. 34. Establish a Career Services Brand
  35. 35. State of Talent Acquisition People no longer find jobs, employers seekand source talent Online networks at the core of recruitment LinkedIn corporate hiring solutions used by85 of the Fortune 100, $486.4 million spentby employers in Q2 2012 Digital identity is becoming increasinglyimportant for candidates competing foropportunities in a competitive marketSource: LinkedIn investor relationsJobvite social recruiting survey, Aug. 2011
  36. 36. LinkedIn Networking The nature of online networks today allow for powerful influence among professional connections Student joins a university and broadcasts that update to professional network – a tacit endorsementof school/program Graduate completes education and changes jobs, indirectly influencing network on their careerachievements
  37. 37. Site DevelopmentLeveraging Relationships
  38. 38. What is your greatest challenge whenrecruiting new employers?Findingenough...Employersprev...Employerslack...CareerService...Other0% 0% 0%0%0%1. Finding enough sites2. Employers previousexperience3. Employers lack of knowledgeregarding benefits to them4. Career Services lack of effortor ability to “sell” the benefits5. Other
  39. 39. Innovation:The New InternshipSite Development and Management• Make it easy for employers to participate with clearroadmap to becoming a site• Provide site managers with training• Provide employers with “perks”• PAC participation• Access to resources from campus• Always say thank you• Manage sites “out” when they don’t hire
  40. 40. Best Resources for New Sites Alumni - leverage social media Students - rewards & recognition CS Staff- tie site-development to performance reviews Faculty - bonuses, incentives, contests University Brand - cross pollination (across departments) Culture - support the idea that “Employment Outcomes” iseveryone’s job!Make them stake-holders to create buy-in!!!
  41. 41. Ann CrossExecutive PartnerThe Sparrow Groupanncross012@gmail.comwww.sparrowgroup.bizhttp://www.linkedin.com/in/anncrossQuestions??Thank you!Please feel free to contact us with additional questions.© Copyright 2013 The Sparrow Group. www.sparrowgroup.bizDr. Connie JohnsonChief Academic OfficerColorado Technical Universitycjohnson@coloradotech.eduwww.linkedin.com/pub/connie-johnson/42/601/a33/