International Outreach for Universities Post-crisis
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A webinar for the Commission on Higher Education in the Philippines on Branding and Internationalisation post Covid-19 - 27 April 2020
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International Outreach for Universities Post-crisis
- 1. 1 Dr. Shadi Hijazi 27 April 2020 International Outreach for Universities Post Crisis
- 2. 2 QS GLOBAL EMPLOYER SURVEY 2020 InternationalOutreachforUniversitiesPostCrisis 2019 44,884 employer responses 2020 A record number of respondents and nominations. The QS Global Employer Survey has been running since 1990 and contributes to a number of key research initiatives operated by the QS Intelligence Unit. It has seen a dramatic increase in response, from 17,000 in 2011 to over 44,884 for the 2020 edition of the rankings. In 2020, the survey ran since February 2020, and included this question: “How do you anticipate economic conditions to change during 2020?”
- 3. 3 QS GLOBAL EMPLOYER SURVEY 2020 InternationalOutreachforUniversitiesPostCrisis Daily responses registered in QS Global Employer Survey 2020
- 4. 4 PRIORITIES AND ACTIONS InternationalOutreachforUniversitiesPostCrisis Immediate SAFETY OF STUDENTS, STAFF, FACILITIES. SAFETY Campus, dormitories International Students, inbound and outbound CONTINUITY Operational ADAPTING THE UNIVERSITY’S OPERATIONS Courses, exams Research activity Applicants Strategic PREPARING FOR THE NEXT CHAPTER READINESS Moving beyond reactions to planning for changes and challenges
- 6. 6 CONTINGENCIES InternationalOutreachforUniversitiesPostCrisis SAFETY Universities have announced student hardship funds worth at least $110 million, led by a $25 million fund established at Deakin University. Other commitments include an estimated $21 million in support from the Australian National University, Monash University's $15 million, Flinders University's $12.5 million and RMIT University's $10 million. ‘Coronavirus Australia: Universities Spend $110 Million to Support International Students’. https://www.smh.com.au/politics/federal/universities-spend-110- million-to-support-international-students-20200413-p54jf9.html. Communique 6 March.pdf Global Reputation Taskforce: Council for International Education Victoria State - Australia Presidents and vice-presidents at the Education University of Hong Kong (EdUHK), Hong Kong Polytechnic University (PolyU), the University of Hong Kong (HKU), Lingnan University and Open University of Hong Kong will give 10 per cent of their salary for the next 12 months to COVID Relief Fund with a target of HK$10M for the support of students and community members in need.
- 8. 8 TACTICS UNIVERSITIES ADOPTED InternationalOutreachforUniversitiesPostCrisis CONTINUITY QS: The Impact of the Coronavirus on Global Higher Education (2020)
- 9. 9 TACTICS UNIVERSITIES ADOPTED InternationalOutreachforUniversitiesPostCrisis CONTINUITY “The hardware, software and systems are all there, we don’t have enough bandwidth yet, but that will likely be solved with 5G.” “With the exception of some very top courses, the overall quality of Moocs may not be great, and there’s a high dropout rate. Moocs are not the solution, as online teaching requires guidance. It needs to be interactive, with as much face-to-face learning as possible.” Yeung Yau-Yuen, Expert in IT and science education at the Education University of Hong Kong (EdUHK) Visiting professor at Sichuan Normal University. THE: ‘Will the Coronavirus Make Online Education Go Viral?’, 12 March 2020.
- 10. 10READINESS STUDENT RECRUITMENT InternationalOutreachforUniversitiesPostCrisis https://www.qs.com/qs-industry-reports/ To inform and support the higher education sector, QS established ongoing surveys to take the pulse of prospective international students and higher education institutions throughout this crisis. The prospective international student survey which attracted approximately 11,000 respondents since it was established in mid- February. Similar to employers' opinions, students’ responses showcase how these responses have shifted over time as the coronavirus continues.
- 11. 11READINESS STUDENT RECRUITMENT InternationalOutreachforUniversitiesPostCrisis QS: The Impact of the Coronavirus on Global Higher Education (2020) QS asked prospective international students how the coronavirus had changed their plans to study abroad, whether they had: - deferred entry to next year - decided to study in a different country - no longer planning to study overseas - other reasons - none of these. Many spoke about travel restrictions; university closures; flight cancellations; difficulties with obtaining scholarship interviews, visa applications, or language tests; exam cancellations or postponements; and health concerns.
- 12. 12READINESS SCENARIOS FOR NEXT SEMESTER InternationalOutreachforUniversitiesPostCrisis Return to Regular Classes University of Central Oklahoma is constructing plexiglass walls in the building where students register for classes and laying down tape to mark how much space students should maintain Return to Classes Gradually Boston University considering inviting people involved with research labs back to campus first and test safety procedures Delay Delaying the next cohort of students to next semester Hybrid Offer next courses online for a start, and moving back to campus or hybrid format as situation permits
- 13. 13READINESS READINESS & OUTREACH: THE THREE FRONTS InternationalOutreachforUniversitiesPostCrisis WEB PRESENCE COMMUNICATIONS BRAND EXPERIENCE
- 14. 14READINESS BRANDS InternationalOutreachforUniversitiesPostCrisis BRAND EXPERIENCE Ideas, Images and symbols Brand Communications Experiences with the brand "A brand is a customer experience represented by a collection of images and ideas; often, it refers to a symbol such as a name, logo, slogan, and design scheme. Brand recognition and other reactions are created by the accumulation of experiences with the specific product or service, both directly relating to its use, and through the influence of advertising, design, and media commentary." American Marketing Association
- 15. 15READINESS BRAND EXPERIENCE InternationalOutreachforUniversitiesPostCrisis BRAND EXPERIENCE All experiences by the students, potential students and stakeholders in general form a very important component of the brand. While the crisis brought some unavoidable troubles, communication can play an important role in complementing the university’s efforts: • Frequent communications with students facing hardships is an important element of their experience particularly when the issue is outside the control of the university. • Applicants still expect frequent updates about the status of their applications and the evolving situation, even if a final response is not reached yet. • Listening to media and social media pulse about the university, and responding when possible, remains of high importance. • While the students accept that the situation was out of control, and they could understand issues and problems in their current semester, expectations would be higher next semester and the university needs to upgrade its online/hybrid experience to work seamlessly and with clear benefit differentiator from other learning possibilities. Universities need to communicate their unique value proposition.
- 16. 16READINESS BRAND EXPERIENCE InternationalOutreachforUniversitiesPostCrisis BRAND EXPERIENCE A value proposition statement is the articulation of the measurable value of the experience that an organisation or individual will get from an offering… Barnes (2009) All benefits offered to stakeholders All favorable points of difference Resonating focus •Why study or work here? •Need to understand own strengths •Danger of benefit assertion •Why study or work here, not somewhere else? •Need to understand own and close competitors’ strengths •Danger of value presumption •What are the most worthwhile few points that could deliver greatest value to stakeholders •Explain how the superior value is delivered •Needs Customer Values Research Based on Anderson et. al. (2006)
- 17. 17 UNIVERSITY’S BRAND IN THE CRISIS InternationalOutreachforUniversitiesPostCrisis SAFETY READINESS During the three stages, the university’s stakeholders would have various needs. A strong brand would allow the institution - to broadcast its successes in managing the initial stages of the crisis, - to convey confidence messages, - to build a relevant value proposition for success beyond survival stage. A university without well-developed brand strategy, would benefit from adding the development of such strategy, to the readiness plans needed for success post-crisis CONTINUITY BRAND EXPERIENCE
- 18. 18 UNIVERSITY’S PRESENCE ONLINE InternationalOutreachforUniversitiesPostCrisis The university’s website is one of the most important tools available to university to project its brand and engage its various external stakeholders. Another important tool is social media. Using various media channels is crucial to enable understanding the stakeholders perceptions of the university, engaging with them, and communicating messages to them and to the world. WEB PRESENCE QS International Student Survey (2019)
- 19. 19 UNIVERSITY’S PRESENCE ONLINE: THE STAKEHOLDERS InternationalOutreachforUniversitiesPostCrisis WEB PRESENCEREADINESS Stakeholders Students, Parents, Alumni Staff Employers, Businesses Government Funding Agencies Applied Research Professional Bodies Potential Partners Local community Valued degree and good learning experience Job satisfaction and career development (research, innovation…) Graduates with right skills, and research that contribute to solving the industry problems Meeting the public agenda of training. Efficiency in achieving the government’s priorities Contribution to the local society: business, Employment, culture … University with clear benefits for partnerships and joint activities. Networking and agreements. Practice focused curriculum, and collaboration with the agencies. Ability of attracting research grants and collaborate with the research users. And more: journalists, opinion leaders, investors…
- 20. 20 UNIVERSITY’S PRESENCE ONLINE: THE STAKEHOLDERS InternationalOutreachforUniversitiesPostCrisis WEB PRESENCEREADINESS Stakeholders Students, Parents, Alumni Staff Employers, Businesses Government Funding Agencies Applied Research Professional Bodies Potential Partners Local community Good online experience, good handling of the crisis, frequent communication, finding solutions to issues (travel, visa, permissions), and maintaining quality experience. Physical and economic safety. Maintaining links with industry and help solving problems Contribution to finding solutions addressing national priorities How the university is responding sand helping community face the crisis How the university is active in partnerships under the new conditions Maintaining curriculum relevance Contribution to research addressing various issues of the crisis And more: journalists, opinion leaders, investors…
- 24. 24 UNIVERSITY’S PRESENCE ONLINE: SOCIAL MEDIA InternationalOutreachforUniversitiesPostCrisis WEB PRESENCEAnalysis of sample twitter activity 2020 University of Oxford Cambridge University
- 25. 25 UNIVERSITY’S PRESENCE ONLINE: SOCIAL MEDIA InternationalOutreachforUniversitiesPostCrisis WEB PRESENCE University of Oxford Cambridge University Analysis of sample twitter accounts activity (hashtags) 2020
- 26. 26 UNIVERSITY’S PRESENCE ONLINE: SOCIAL MEDIA InternationalOutreachforUniversitiesPostCrisis WEB PRESENCE University of Oxford Cambridge University Analysis of sample twitter accounts activity (hashtags) 2020
- 27. 27 UNIVERSITY’S WEB PRESENCE InternationalOutreachforUniversitiesPostCrisis SAFETY READINESS During the three stages, the university’s website and social media presence are the most important communication asset. As part of post-crisis planning, the university needs to examine and benchmark its online presence: - Examine structure and branding of the website, and its ability to deliver relevant messages to stakeholders. - Analyse the analytics of website use. - Technically analyse the website for findability in search engines. - Analyse and Benchmark social media presence. CONTINUITY WEB PRESENCE
- 28. 28 MARKETING COMMUNICATION InternationalOutreachforUniversitiesPostCrisis SAFETY READINESS Branding and online presence are essential cornerstones to having functioning marketing strategy. There is a lot of uncertainty in the developing situation, and the university might be tempted to wait “enough information” for a full response. However, in current situations it is recommended that quick, although imperfect, information is the best strategy. Details and updates can be provided later. The university would benefit from revisiting, or creating, its marketing communication strategy: stakeholders, available channels and media, FAQs, guides and repositories. Communication strategy is not good-to-have, it is an essential component of the comprehensive strategy of the university. Without it many extra efforts would not achieve their optimal results. CONTINUITY WEB PRESENCE
- 30. THANK YOU