from sem to gem: a model for graduate enrollment management · successful graduate enrollment...
TRANSCRIPT
From SEM to GEM: A Model for
Graduate Enrollment Management
AACRAO 2014 Annual Meeting
Thomas P. Rock, Ed.D.Associate Dean of Enrollment Services
Columbia University, Teachers College
Past President, National Association of Graduate Admissions Professionals (NAGAP)
2006-2008
Overview
Graduate education in the U.S.
Strategic graduate enrollment management
NAGAP GEM model
GEM organizational charts
Strategies for creating GEM models on campus
The graduate student experience
Graduate Education in the U.S.
~1,800 regionally accredited institutions offering
graduate programs
Over 2.9 million graduate & professional students 58.8% women
10.5% international
851,583 graduate degrees awarded in 2009-2010 693,025 master’s degrees
158,558 professional (JD, MD) and doctoral degrees
Source: Digest of Education Statistics , U.S. Department of Education (Fall 2010)
Enrollment Trends in the U.S.
Graduate Enrollment by Institution Type
Source: Digest of Education Statistics, National Center for Education Statistics, Department of Education
Enrollment Trends in the U.S.
Graduate Enrollment by Gender
Source: Digest of Education Statistics, National Center for Education Statistics
Enrollment Trends in the U.S.
International Graduate Enrollment
Source: Institute of International Education, Open Doors Report on International Educational Exchange
Strategic Graduate Enrollment
Management
Strategic Enrollment Management (SEM)
“A comprehensive approach to integrating all of the
University’s programs, practices, policies, and planning
related to achieving the optimal recruitment, retention,
and graduation of students. “Optimal” is defined by the
institution’s mission, academic vision, and strategic
plan.”
David Kalsbeek, DePaul University
Graduate Enrollment Management
General Philosophy
Commitment to recruiting and retaining a diverse
population of students.
Desire to prepare students for a global environment.
Select students who are a good “fit” for our institutions,
based on a holistic review of their experience,
background and skills.
Graduate Enrollment Management
Key Features
Primary goal is to recruit and retain the student
population that meets the institution’s interests and
built on an understanding of the institution’s culture,
priorities, and resources.
Involves every stage of the student life cycle:
prospect applicant admit student alumnus
In terms of policies, processes, and structure, one
size does not fit all.
Successful Graduate Enrollment Management
1. Carefully tailored to the size, resources, and culture of the
institution.
2. Meets the needs and priorities of the institution and graduate
programs, faculty, and students.
3. Uses resources efficiently and effectively.
4. Ensures quality and consistency.
5. Provides excellent service to internal & external constituencies.
6. Supports a shared vision of both short-term enrollment
objectives and long-term strategic goals.
7. Encourages excellent communication and collaboration across
functions, offices, and departments.
The Graduate Student
Experience
The Student Life Cycle
Prospect Applicant Admit Enrolled
Graduate Postdoc/
Visiting
ScholarDonor?
Strategies for creating a GEM Model
Prioritize and plan, focusing on long-term results,
not just a quick fix.
1. Clearly identify objectives and the targeted audience.
2. Work from the data: do an internal assessment and an
external (environmental) scan.
3. Develop a plan.
4. Use resources wisely.
5. Track, evaluate, and revise: be creative and responsive.
Defining Objectives & the Audience
Objectives: To diversify or internationalize your campus?
To increase enrollment and revenue?
To increase student quality by attracting top candidates,
wherever they are?
To create a critical mass of students from specific countries
or regions of the world?
Target audience (market research): Who are they?
Where are they?
How do you reach them?
Why would they be interested in your programs?
Internal Assessment
1. The academic program: Enrollment trends (growth/decline,
conversion rates); program costs & characteristics; graduate support
2. Current student data: Demographics (geographic origin,
gender, ethnicity); sources of support; satisfaction with the program;
academic trends (average credit hour, time-to-degree, attrition rates)
3. Applicant data: Where they come from/how they heard about you;
perceptions of your institution; motives and goals
4. Current Recruitment Efforts: Quantitative and qualitative
assessments of marketing and recruitment activities (what has worked and
what hasn’t); the weakest and strongest points in your enrollment
management cycle
External Scan
The profession: Changes in the job market and
entry-level requirements
Competition: Other institutions, plus non-academic
options for prospective students
Demographic trends: Growth/decline in target
audience
External Sources of Data
Government reports – population and workforce trends and
projections
Professional associations – changes in entry-level
credentials and the job market
Project Atlas – data on student mobility (Institute of
International Education, www.iie.org/en/Research-and-
Publications/Project-Atlas)
International Student Barometer – student perceptions and
experiences (i-graduate, www.i-graduate.org)
Conversations with colleagues, alumni, and employers
Developing a Plan
Identify available resources to attract, support, and retain
students, and redistribute as necessary.
Evaluate current recruitment efforts, and identify challenges
and opportunities.
Tailor your activities and message to the knowledge level
and needs of the audience.
Integrate a variety of strategies: merge proven methods
with new ideas.
Think long-term: integrate marketing and recruitment with
the overall admission and enrollment process.
Using Resources Wisely
Current Students Good source of information about their geographic region.
Connect with prospective students from their city/country.
Faculty Incorporate activities recruitment with professional travel.
Use connections with other universities, governments, and
corporations.
Alumni Outreach to prospects in their city/country.
Serve as university representative at graduate school fairs.
Host admitted student receptions and pre-departure events.
Tracking and Evaluation
1. Keep records: who, what, when, and how.
2. Update the internal and external assessments: Analyze results and progress toward goals.
Identify changes in internal/external factors that may
have affected the results.
Re-assess the university and targeted audience.
3. Make a new plan: Re-define enrollment goals as needed.
Fine-tune marketing and recruitment methods.
Strengthen tracking mechanisms.
A Successful and Strategic
GEM Model
1. Reflects the values and mission of your institution
2. Focuses on your defined objectives and target audience.
3. Can be supported by available funding, staff, and other
resources.
4. Based on a realistic assessment of institution culture
5. Incorporates and integrates established GEM methods with
new & innovative techniques and strategies.
6. Meets your institutional goals.
Thank you & Questions