University Career Services at George Mason University had a very successful fall 2013 semester. Student appointments increased 39% over fall 2012, career program attendance increased 66%, and website engagement increased 27%. On-campus interviewing positions increased 47% and UNIV course enrollment increased 24%. Signature events like the career fair, resume clinic, and practice interview days were well-attended and received positive feedback. Overall, the data shows consistent growth in student engagement and connections with employers. University Career Services continues to innovate and improve career preparation resources to support students.
The document proposes that 2U is a good investment opportunity due to their impressive management team, successful business model of partnering with universities to develop online degree programs, and significant market potential and growth in the online education industry. It outlines 2U's strategy, financials, competitors, risks, and provides a discounted cash flow valuation to support why 2U shows potential for strong future stock performance and returns. The proposal recommends 2U as a portfolio investment given their established brand, consistent revenue generation, and capacity for further business expansion.
This document provides information about Taylor's University School of Architecture, Building and Design (SABD). It discusses SABD's philosophy of providing a holistic education focused on connecting people with their environment through sustainable design. It outlines SABD's accredited degree programs in architecture and quantity surveying, which provide professional recognition. It also describes SABD's emphasis on 360-degree learning through industry partnerships, networking opportunities, and experiential learning beyond the classroom. The goal is to produce graduates equipped to improve the built environment and contribute to Malaysia's development.
The document provides information about the Management Development Programme (MDP) offered by UKZN Extended Learning.
The MDP is a 6-month programme aimed at developing managers' skills. It consists of 7 modules covering topics like marketing, leadership, HR, strategy, operations, finance, and technology. Participants also receive personal coaching. The programme is taught by UKZN faculty and industry professionals. It aims to equip participants with the skills needed to effectively lead organizations in today's changing business environment.
Petrofac is a leading oil and gas services company operating in 27 countries with over 18,000 employees. The document discusses Petrofac's background, the oil and gas industry analysis, HR industry trends, and recommendations for Petrofac's graduate training academy structure and Renaissance program. Key points include:
1) Petrofac has over $6 billion in annual revenue and aims to increase its employee base to 21,000 by focusing on geographical and offshore expansion.
2) The oil and gas industry is expected to grow at 15.84% with many aging employees retiring in the next 5-10 years, opening up new job opportunities.
3) Trends in recruitment include internal recruiting, social media
Know about Best PGDM College in Delhi - SSIM Dwarka, which is rated amongst the Best B-Schools in Delhi and Pioneers in Education Industry in India. SSIM Dwarka was established by Sri Sukhmani Group of Institutions and provides PGDM programme at it's Dwarka campus. The PGDM program at SSIM Dwarka has been specially designed to meet requirements of Indian industry, which has been duly approved by the AICTE, Ministry of HRD, Govt. of India.
The dean of the College of Engineering at the University of Hawaii at Manoa lays out a vision to build a first-rate engineering college. He notes that the college has seen declines in budget, faculty, and enrollment in recent years. His plan calls for strengthening the faculty through strategic hiring, encouraging cross-disciplinary collaboration, and measuring success through research funding, alumni support, and ability to attract students and faculty. The dean emphasizes creating an environment that allows the college to recruit and retain top talent through competitive salaries, resources, and recognition of achievements.
Read how the elements of the Educator Effectiveness System--PD 360, Common Core 360, and Observation 360--helped this small-town school district improve teacher effectiveness by focusing on three areas: Common Core State Standards, teacher compliance training, and classroom technology.
Learn more about the Educator Effectiveness System here: http://www.schoolimprovement.com/educator-effectiveness-system/
The document outlines a suggested roadmap for students to navigate college from pre-matriculation through graduation and achieve post-graduation success. It provides guidance on academic advising, exploring majors and careers, gaining experience through internships, studying abroad, and engaging with career services to apply classroom learning to career opportunities or graduate programs.
The document proposes that 2U is a good investment opportunity due to their impressive management team, successful business model of partnering with universities to develop online degree programs, and significant market potential and growth in the online education industry. It outlines 2U's strategy, financials, competitors, risks, and provides a discounted cash flow valuation to support why 2U shows potential for strong future stock performance and returns. The proposal recommends 2U as a portfolio investment given their established brand, consistent revenue generation, and capacity for further business expansion.
This document provides information about Taylor's University School of Architecture, Building and Design (SABD). It discusses SABD's philosophy of providing a holistic education focused on connecting people with their environment through sustainable design. It outlines SABD's accredited degree programs in architecture and quantity surveying, which provide professional recognition. It also describes SABD's emphasis on 360-degree learning through industry partnerships, networking opportunities, and experiential learning beyond the classroom. The goal is to produce graduates equipped to improve the built environment and contribute to Malaysia's development.
The document provides information about the Management Development Programme (MDP) offered by UKZN Extended Learning.
The MDP is a 6-month programme aimed at developing managers' skills. It consists of 7 modules covering topics like marketing, leadership, HR, strategy, operations, finance, and technology. Participants also receive personal coaching. The programme is taught by UKZN faculty and industry professionals. It aims to equip participants with the skills needed to effectively lead organizations in today's changing business environment.
Petrofac is a leading oil and gas services company operating in 27 countries with over 18,000 employees. The document discusses Petrofac's background, the oil and gas industry analysis, HR industry trends, and recommendations for Petrofac's graduate training academy structure and Renaissance program. Key points include:
1) Petrofac has over $6 billion in annual revenue and aims to increase its employee base to 21,000 by focusing on geographical and offshore expansion.
2) The oil and gas industry is expected to grow at 15.84% with many aging employees retiring in the next 5-10 years, opening up new job opportunities.
3) Trends in recruitment include internal recruiting, social media
Know about Best PGDM College in Delhi - SSIM Dwarka, which is rated amongst the Best B-Schools in Delhi and Pioneers in Education Industry in India. SSIM Dwarka was established by Sri Sukhmani Group of Institutions and provides PGDM programme at it's Dwarka campus. The PGDM program at SSIM Dwarka has been specially designed to meet requirements of Indian industry, which has been duly approved by the AICTE, Ministry of HRD, Govt. of India.
The dean of the College of Engineering at the University of Hawaii at Manoa lays out a vision to build a first-rate engineering college. He notes that the college has seen declines in budget, faculty, and enrollment in recent years. His plan calls for strengthening the faculty through strategic hiring, encouraging cross-disciplinary collaboration, and measuring success through research funding, alumni support, and ability to attract students and faculty. The dean emphasizes creating an environment that allows the college to recruit and retain top talent through competitive salaries, resources, and recognition of achievements.
Read how the elements of the Educator Effectiveness System--PD 360, Common Core 360, and Observation 360--helped this small-town school district improve teacher effectiveness by focusing on three areas: Common Core State Standards, teacher compliance training, and classroom technology.
Learn more about the Educator Effectiveness System here: http://www.schoolimprovement.com/educator-effectiveness-system/
The document outlines a suggested roadmap for students to navigate college from pre-matriculation through graduation and achieve post-graduation success. It provides guidance on academic advising, exploring majors and careers, gaining experience through internships, studying abroad, and engaging with career services to apply classroom learning to career opportunities or graduate programs.
Working Knowledge is a social enterprise that partners with colleges and schools to help prepare young people for the workplace. They have worked with over 23,000 learners, 2,300 staff members, and 3,850 businesses. Their programs include employer awareness events, live brief projects with employers, and staff training. Surveys of learners, businesses, and staff show improvements in employability skills and positive perceptions of the programs. They are looking to expand their programs and partnerships in the coming academic year.
Working Knowledge is a social enterprise that partners with colleges and schools to help prepare young people for the workplace. They have worked with 17 colleges, 3 schools, 23,000 learners, 2,300 staff members and 3,850 businesses. Their programs include employer awareness events, live brief projects with employers, and staff training. Evaluations found their programs improved students' employability skills like communication, business awareness, teamwork and problem solving. Business volunteers also reported improved understanding of how to engage with students and felt their participation was valuable. Working Knowledge aims to expand these successful programs in the upcoming academic year.
The annual report summarizes activities of the Cawley Career Education Center at Georgetown University for the 2015-2016 academic year. It provides statistics on student populations served and student engagement. It describes programs and services offered to students, including career counseling, industry advising, career education workshops, and events connecting students with alumni and employers. It highlights priorities around customized programming, student collaboration, and promoting reflection. The report showcases the career center's work in educating and supporting students in their career development.
The annual report summarizes the activities of FGCU's Career Development Services for the 2015-16 year. It provides details on:
- Over 10,000 total students served through advising, presentations, events, courses, and online resources
- High levels of student usage and satisfaction based on surveys
- Significant employer engagement with over 100 employer partners
- A staff of 9 career advisors and assistants who provide individual advising, teaching, and career programming to students.
The document summarizes Career Services' collaboration with the College of Education and Allied Professions on the successful Education Recruitment Day event. It discusses how the departments worked together by sharing goals, responsibilities, and information to plan career fair and professional development events for education students. Feedback indicated the collaboration was beneficial for both students, who gained career insights, and employers, who were impressed with student preparation. Career Services hopes to continue collaborating across departments to maximize student outreach and opportunities.
The document provides information for employers about the UTS Business Internship program. It outlines that the internship allows employers to recruit talented business students who can make meaningful contributions while gaining work experience. Students must complete at least half of their business degree before interning. Employers can specify desired skills and recruit individual students or a team. The internship involves 210 hours of work over 2 semesters, which can be full-time or part-time. Employers and students negotiate the work program and payment is optional. Students complete a reflection and employers provide an evaluation.
Surry-Yadkin WORKS is a program that provides paid internships for students with local businesses to gain real-world experience and education credits. Its mission is to support regional economic vitality by matching interns with employers. Interns complete a 4+ month part-time commitment that extends classroom learning and introduces them to modern workplace equipment and problems while granting possible future employment opportunities. Through partnerships with area schools and Surry Community College, interns receive training, industry credentials, and enrollment in career-focused courses.
Surry-Yadkin WORKS is a program that provides paid internships for students with local businesses to gain real-world experience and education credits. Its mission is to support regional economic vitality by matching interns with employers to meet community needs. Elkin City Schools, Mount Airy City Schools, Surry County Schools and Yadkin County Schools partner with Surry Community College to prepare students for work-based learning and provide industry credentials. Internships last 4 months, are part-time, and can be paid or unpaid while providing classroom extensions and academic credit. Students benefit from modern workplace equipment experience and career exposure, while businesses evaluate prospective employees and reduce hiring costs.
The document summarizes the services provided by the Placement and Careers Centre at Brunel University to help employers recruit students and graduates. It outlines opportunities for employers to advertise jobs, find work placement students, participate in career fairs and workshops, and partner with the university. Employers praise the high standard of support and efficient recruitment solutions provided by the Centre.
The document discusses services provided by the Student Employability Team (SET) at the University of Queensland to help students increase their employability. SET offers tailored programs and services to students at different stages of their studies, from pre-degree to post-degree. Their services include career consultations, skills workshops, networking events, mentoring programs, internship opportunities and more. The goal is to help students develop skills, experience and connections to succeed in the highly competitive job market upon graduation.
The document summarizes the various ways that employers can engage with students and graduates from the University of Leeds. It outlines services provided by the Employer Engagement Team to help employers connect with students through job postings, careers fairs, customized on-campus events, digital marketing, and sponsorship opportunities. The university prepares 32,000 students across a wide range of subjects and has strong alumni networks that employers can tap into.
The Central Student Government at the University of Michigan released its 2012-2013 Annual Report. The report outlines the accomplishments of the Executive, Legislative, and Judicial branches of CSG over the past year. Key initiatives included improving the campus experience for students, promoting entrepreneurship, reforming CSG, making U-M more inclusive, supporting graduate students, uniting student governments, and focusing on sustainability, social justice, and campus-wide events. The Executive Branch report provides details on over 30 projects and accomplishments across various policy areas.
Dundalk Institute of Technology is committed to developing highly employable graduates. Over 94% of graduates are employed or in further study within a year of graduating. DkIT has developed an Employability Model and Graduate Attributes & Employability Mindsets Framework to embed employability skills across all academic programs and student experiences. The model and framework guide curriculum development and career services to ensure graduates have the practical skills, communication abilities, collaboration skills, and confidence needed to succeed in the workplace.
The Bright Futures Society at the University of Strathclyde had another successful year in 2015-2016. They organized over 15 events that engaged over 700 students. Some of their major events included a challenge competition with GE Aviation that resulted in internship offers, STEM networking events, and sessions on skills like video interviews and assessment centers. The committee continued their efforts to connect employers with ambitious students while developing their own skills. They also supported other Bright Futures societies and schools. The annual report highlights another year of strong leadership and high-quality career-focused programming from the Strathclyde Bright Futures Society.
This document summarizes a research project evaluating the advantages of embedding a careers program within a Sixth Form College in the UK. The researcher aims to understand how the careers service is delivered, its impact on stakeholders, and how it can be integrated into the student experience. Data was collected through questionnaires, interviews with students and staff, and analyzed for themes. The findings suggest that building visibility, communication, flexibility, and relationships helps students engage with career guidance support. Measuring success and addressing future areas for development are also discussed.
This document outlines a career academy internship program partnership between Prince George's County Public Schools (PGCPS) and local businesses. It provides details on the internship program, including an overview of PGCPS career academies, the benefits of internships for businesses, a process for integrating internships, and dates for upcoming internship periods in spring/summer 2015. The goal is to match high school seniors in career-focused academies with internships in related fields to give them real-world career experiences.
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There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
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The annual report summarizes the activities of FGCU's Career Development Services for the 2015-16 year. It provides details on:
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- High levels of student usage and satisfaction based on surveys
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The document provides information for employers about the UTS Business Internship program. It outlines that the internship allows employers to recruit talented business students who can make meaningful contributions while gaining work experience. Students must complete at least half of their business degree before interning. Employers can specify desired skills and recruit individual students or a team. The internship involves 210 hours of work over 2 semesters, which can be full-time or part-time. Employers and students negotiate the work program and payment is optional. Students complete a reflection and employers provide an evaluation.
Surry-Yadkin WORKS is a program that provides paid internships for students with local businesses to gain real-world experience and education credits. Its mission is to support regional economic vitality by matching interns with employers. Interns complete a 4+ month part-time commitment that extends classroom learning and introduces them to modern workplace equipment and problems while granting possible future employment opportunities. Through partnerships with area schools and Surry Community College, interns receive training, industry credentials, and enrollment in career-focused courses.
Surry-Yadkin WORKS is a program that provides paid internships for students with local businesses to gain real-world experience and education credits. Its mission is to support regional economic vitality by matching interns with employers to meet community needs. Elkin City Schools, Mount Airy City Schools, Surry County Schools and Yadkin County Schools partner with Surry Community College to prepare students for work-based learning and provide industry credentials. Internships last 4 months, are part-time, and can be paid or unpaid while providing classroom extensions and academic credit. Students benefit from modern workplace equipment experience and career exposure, while businesses evaluate prospective employees and reduce hiring costs.
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2. Overview
Making Big Dreams an Attainable Reality
Fall 2013 has been a semester of success
for University Career Services
During the fall of 2013, George Mason University Career Services achieved strategic plan goals,
reached record engagement numbers, presented at conferences, and received awards for our
cutting edge and innovative work.
In addition to our overall success, we continued to create a presence across campus as a team
of customized connectors working in tandem with employers, faculty, staff, alumni, and
University divisions to achieve the highest levels of service for our diverse student population.
As we reflect on the fall and move forward into the spring, we do so with a sense of energy,
enthusiasm, and pride in the work being done to support students and the University overall.
With the role of University Career Services continuously evolving, we strive to consistently remain
at the forefront of innovation and position ourselves as thought leaders in the space. Always
learning and growing, we continue to expand upon our definition of success and challenge
ourselves to think both creatively and strategically. We unite in the belief that together we can
make big dreams an attainable reality.
Fall 2013 Report | 01
3. Highlights
Highlights: Our Semester Story
Our data displays a consistent story of increased engagement, stronger connections, and
positive response to change and innovation. From higher rates of turnout amongst the freshman
and sophomore classes to a consistent level of growth in student appointments, our story is one
of success.
Fall 2012 vs. Fall 2013
Student appointments increased by 39%
Career program attendance increased by 66%
Freshman and sophomore appointments increased by 134%
Website engagement (unique views) increased by 27%
On-Campus Interviewing internship positions increased by 47%
UNIV course enrollment increased by 24%
Fall 2013 Report | 02
4. Signature Events
Signature Event Highlights
Career Fair
2,308
Attendees
Our Fall 2013 Career Fair was organized by industry to
support our new model and better serve both students
and employers. Day 1 was STEAM focused while day 2
encompassed business and non-technical careers. We
received a strong turnout, positive feedback from
employers, and the opportunity to strengthen our
connections with stakeholders.
14%
Photo Booth
238
participants
Increase in freshman and sophomore
combined attendance
63%
Of employers attending the fair
predicted an increase in positions
offered over the next year
“Thank you for putting on a great career fair. You filled the house with highly
qualified and enthusiastic job seekers. I hardly had a minute to take a break the
entire time. Hats off to you and your staff for pulling off a great event.” – InQbation
Resume Clinic
280
Participants
The Fall 2013 Resume Clinic consisted of 2 days and 10
hours worth of students learning strategic resume writing
tips, making connections with employers, and gaining
valuable advice to help increase their overall level of
career readiness.
13
Employers from more than 5 industries
participated (2 of the employers were
Mason alumni)
Fall 2013 Report | 03
5. Signature Events
Practice Interview Days
As a result of our dedication to enhance student learning and expand programming related to
career readiness initiatives, we increased both the number of practice interview days and the
number of participating employers. This change was met with great enthusiasm from both parties.
Our post-event Employer Roundtable additionally gave employers a platforms for sharing best
practices with one another while offering our staff an opportunity to gain valuable hiring insights.
5
Days
100%
557
Applicants
Of employers would
participate in
Practice Interview
Day again
99%
162
Interviews
Of students had a better
understanding of areas they
could improve upon as a
result of the interview
student
learning
Industry Weeks
Industry weeks provide our office with an opportunity to support students across all majors and
academic disciplines who may be interested in specific industries. Through a week of events
focused on exploring and learning from professionals working in the space, students learn various
industry intricacies and day in the life scenarios that cannot be taught in a classroom setting.
Government Week was especially timely as it offered government employers and Mason students
the opportunity to connect after the setback of the shutdown.
STEAM Week
4 Events | 99 Attendees | 12 Employers | 5 Mason Alumni
Government Week
6 Events | 235 Attendees | 8 Employers | 2 Mason Alumni
Government Showcase Career Fair: 238 Attendees | 9 Employers
Fall 2013 Report | 04
6. Signature Events
On-Campus Interviewing
On-Campus Interviewing, running from September through November 2013, proved extremely
successful compared to the previous fall. With numbers on the rise, University Career Services
experienced an 8% increase in unique employers, a 9% increase in full-time positions, and a 47%
increase in internship opportunities.
137
Positions
43
Employers
796
Interviews
Diversity
“The staff was amazing! This
was my first on-campus
interviewing experience
and they made it so
wonderful and easy. I hope
to return many times.
Thanks to GMU for the
opportunity to meet with
such impressive students.”
-Hannah Truong, Geeknet
When asked what they value most about on-campus interviewing at Mason, the top
response from employers was the DIVERSITY of Mason students.
96%
of employers agreed
that the Mason
interviewing facilities
enabled them to
conduct effective oncampus recruiting
Employers felt that Mason students exceled most in
the areas of :
Appropriate
attire
Articulating
relevant skills
Overall
enthusiasm
Fall 2013 Report | 05
7. Career Programs & Outreaches
Career Programs
Career Programs have evolved at University Career Services to better serve students and to help staff
members continue to create a presence as customized connectors. All programs are run in
partnership with an employer, faculty member, department, or other University division to not only help
us spread our mission, but also to provide the best experience for students. This change proved
successful with an increase in both programs and attendees.
Career Programs
Fall 2012
Fall 2013
%
Attendees
1,283
2,135
66%
Programs
43
54
26%
Avg. Attendance
30 Students
40 Students
10
Outreaches
As we continue to expand and grow our connections University-wide, our staff is continuously
requested to present to classes. This helps our center to reach a larger student population, increase
student learning, and introduce our services.
Outreaches
Fall 2013*
Presentations
78
Attendees
1,777
*The number of outreaches were not tracked in fall 2012. Comparative data is unavailable at this time.
Fall 2013 Report | 06
8. UNIV Courses & Job Postings
UNIV Courses
With the strategic plan goal of increasing the number of UNIV courses offered, as well as the overall
enrollment, our team can reflect on a very successful fall semester in this aspect. Each course
increased by one section and experienced overall enrollment increases across the board.
Enrollment
University 200
University 300
University 400
67 Students
31 Students
97 Students
40% Increase
107% Increase
3% Increase
Job Postings
Job postings decreased slightly during fall 2013 compared to fall 2012. The .5% decrease represents a
minimal change within the context of the government shutdown that prevented an entire industry from
posting leading up to, and during, the shutdown.
Overall Postings
Fall 2012
Fall 2013
%
September
799
601
-25%
October
854
1011
18%
November
803
832
4%
Totals
2,456
2,444
-.5%
Fall 2013 Report | 07
9. Student Appointments & Conclusion
Student Appointments
The increased number of student appointments, along with the increase in program attendees, tells the
overall story of engagement during fall 2013. Appointments continue to increase in all areas as the
student population grows more aware of the new industry model and altered appointment structure.
Overall Postings
Fall 2012
Fall 2013
%
Total Appointments
1,279
1,777
39%
Career Counselor
298
395
33%
Industry Advisor
658
974
48%
Scheduled
824
1,186
44%
Walk In
433
529
22%
Totals
Conclusion
University Career Services continues to evolve as we push the boundaries of innovation and
consistently improve our methods used to educate and prepare students for meaningful careers.
Each semester brings changes in terms of hiring trends, shifting student population demographics,
new University-wide initiatives, and innovations within the University Career Services arena. Our goal is
to remain educated on all that is happening around us in higher education, various hiring industries,
and the economy overall, to ensure the best services for Mason students.
The results from our fall 2013 analysis display a strong trend of increased engagement amongst
students. We hope to continue this trend into the spring and beyond as we spark further awareness
for our center and find new ways for students, faculty, staff, employers, alumni, and campus partners
to get involved. We look forward to continue working together as a center to design initiatives,
programs, and resources to not only help the students here at Mason, but set an example for career
centers across the country.
Fall 2013 Report | 08