Innovation in Career Services:Climate, Leadership and Process

Katherine Nobles and Gary Alan Miller

UNC Chapel Hill

Agenda Obstacles post-it note activity Purpose, sources and basics of our study Survey responses

Biographical information The Three Capabilities – and an activity with each Obstacles

Conclusions Our website and moving forward

Our definition: Innovation involves the implementation of creative solutions

Post-It Note Activity

Background

Purpose Sources

Changing times for higher ed

Low student use of services More “competitors” for

career info

Situational Outlook Questionnaire

Meeting the Innovation Challenge

NACE Benchmark Survey BSSTD’s Survey of

Innovation and Business Strategy

PricewaterhouseCoopers’ Innovation and Growth: A Global Perspective

Three Underlying Capabilities* Climate

Most members of our staff welcome change Many different viewpoints are shared here during discussion New ideas are encouraged from those above me in the organization People feel they can take bold action, even if the outcome is unclear

Leadership Leaders of my organization have a vision for the future of career services Leaders of my organization move quickly to adapt to changing circumstances Implementation of new/novel approaches are part of my office’s strategic plans

Process Budget and/or time are made available for employees to explore their ideas My office has a system for capturing ideas from staff members To what extent did stakeholders/settings/resources serve as sources of

information/inspiration or provide input into the development of your innovations? What are your main obstacles to innovation?

*PricewaterhouseCoopers’ Innovation and Growth: A Global Perspective

626 Survey RespondentsRole Staff Size 65% Directors 25% Counseling 8% Employer Relations 1% Technology 1% Admin

59% Fewer Than Five 23% Six to Ten 10% Eleven to Twenty 8% Twenty-One+

Public vs. Private

Carnegie Classification

# Students Served 57% Private 43% Public

41% Master’s 36% Baccalaureate 23% Research

22% 999 or fewer 45% 1,000 to 4,999 20% 5,000 to 14,999 5% 15,000 to 19,999 7% 20,000 or more

I think my office produces more innovation, the same amount of innovation, or less innovation than others.

Noteworthy point: Budget constraints and lack of time are the top 2

obstacles to innovation for each category.

17%of study

50%of output

33%of output

54%of

study

31%of study

16%of output

More innovation Same innovation Less innovation

Top 10 Obstacles to Innovation

• Resistance to change was 4th highest for institutions with 10,000 or more students (28%) and 4th highest at research institutions (32%)

• Staff turnover was 5th highest for those with 21 or more staffers (21%)

• Fear of failure was the lowest rated obstacle (8%)

CLIMATE

Most members of our staff welcome change.

Noteworthy point: Staff members who strongly agree their leaders have a vision for

the future more commonly answer that their staff welcomes change than staff members who strongly disagree with that statement.

Many different points of view are shared here during discussions.

Noteworthy point: 36% of those who state that new ideas are part of their

strategic plan strongly agree that different points of view are shared; compared to only 8% of those where new ideas are not.

New ideas are actively encouraged by those above me within the organization.

Noteworthy point: Those who strongly agree that new ideas are actively

encouraged also strongly agree that budget and time are made available.

People here feel as though they can take bold action even if the outcome in unclear.

Noteworthy points: 72% of directors vs. 53% of staff agree or

strongly agree.

Small group discussion regarding Climate Provide 3 recommendations to make the

climate of career centers more conducive to innovation.

Examples: Make sure everyone’s voice is heard during

meetings so that all ideas are on the table Encourage experimentation and increase comfort

with failure.

LEADERSHIP

Leaders of my organization have a vision for the future of career services.

Noteworthy point: Directors more commonly disagreed with this

statement than staff.

Leaders of my organization move quickly to adapt to changing circumstances.

Responses from Public vs. Private

The implementation of new or novel approaches to our work is part of my office's strategic plan.

Responses from Directors vs. Staff

TRUE69%

FALSE14%

UNSURE17%

Noteworthy points: 85% of those who think their office

produces more innovation than other career centers answered “true” to this statement.

But only 50% of those who think their office produces less innovation than other career centers answered “true” to this statement.

Small group discussion regarding Leadership Provide 3 recommendations for influencers

within career centers to lead with an innovative mindset.

Examples: Build in time for staff to work on new/innovative

projects Be willing to stop doing programs or offering

services that are no longer effective

PROCESS

Budget and/or time are available for employees to explore their own ideas.

Noteworthy points: 64% of respondents from private institutions agree or strongly agree

vs. 37% of respondents from public institutions. Zero respondents from staff of 21+ strongly disagree.

My office has a system for capturing ideas from staff members.

True53%

False37%

I'm unsure10%

Responses from Directors vs. Staff

Noteworthy points: 67% of those who think their office

produces more innovation than other career centers answered “true” to this statement.

But only 35% of those who think their office produces less innovation than other career centers answered “true” to this statement.

Systems for capturing ideas Number one example: meetings

One-on-ones, staff meetings, board meetings Suggestion boxes also mentioned frequently

More unique examples: Staff photojournaling Staff whiteboarding Shared Google doc “parking lot” Mindmapping Percentage of time given to employees for idea

creation Purposeful emphasis on creativity in hiring

Number of New or Significantly Improved Introductions for Students*

*Specifically in 2010-2011 and 2011-2012

Number that are new to the field for students Programs: 31 Services: 17 Technologies: 19

Number of New or Significantly Improved Introductions for Employers

*Specifically in 2010-2011 and 2011-2012

Number that are new to the field for employers: Programs: 15 Services: 9 Technologies: 9

To what extent did the following stakeholders/settings/resources serve as sources of information/inspiration or provide input into the development of your innovative programs, services or technologies?

Top 5 most used Top 5 least used

Staff within your office Students Career services

professionals at other institutions

Professional association events

Employers

Parents Other service-oriented

organizations News media Journals, professional

publications Social media

Small group discussion regarding Process Provide 3 recommendations for career centers

to improve their innovation processes. Seek input on our services from groups that we don’t

normally ask. Create a shared document or space for staff members to

write ideas.

17%of study

50%of output

33%of output

54%of

study

31%of study

16%of output

More innovation Same innovation Less innovation

climate

process leadership

Comparison of more/less innovation on affirmative responses to the Three Capabilities

climate

process leadership

Comparison of more/less innovation on affirmative responses to the Three Capabilities

Examples of innovation Mobile apps Entrepreneurship programs Job Search Kiosks spread across campus iPad publications for employers Campus-wide centralization of employer

development Weekly radio show on career topics Virtual fairs “A day in the life” Twitter account Screen capture video resume evaluations Second Life field trips to employers

Obstacles to Innovation - a reflection

Revisit your original list of obstacles. Identify ways to lessen those obstacles by

applying today’s discussion to your workplace.

http://innovation.web.unc.edu