1. Career Services in an era of
career outcomes accountability
Matt Berndt, Vice President, CSO Research, Inc.
Friday, August 1, 2014
The Woodlands Center
Sam Houston State University
5. Making a Difference
Adding value,
not completing tasks
ROI: Learning & Career
Outcomes accountability
drives services
The career center is not
in control
Career center
recommends; is value-added
coach, connector
Technology facilitates
services, employer
connections, and
advising/coaching
9. We need to recognize that the most
fundamental challenge that career
counselors confront is to assist their
clients to develop the skills of
adaptation and resilience required to
negotiate and use productively the fluctuating
fortunes of their careers.
(Pryor & Bright, 2011)
10. Top 5 Career Goals
1. To have work/life balance
2. To be secure/stable in my
job
3. To be dedicated to a
cause or to feel that I am
serving a greater good
4. To be competitively or
intellectually challenged
5. To be a leader or
manager of people
11. JOB CHARACTERISTICS
The contents and demands of the job, including the
learning opportunities provided by the job
• Challenging work
• Client interaction
• Control over my number of working hours – 15%
• Flexible working conditions – 28%
• High level of responsibility
• Opportunities for international travel/relocation
• Professional training and development
• Secure employment – 49%
• Team oriented work
• Variety of assignments
EMPLOYER REPUTATION & IMAGE
The attributes of the employer as an organization
• Attractive/exciting products and services
• Corporate Social Responsibility
• Environmental sustainability
• Ethical standards - 46%
• Fast-growing/entrepreneurial -14%
• Financial strength
• Innovation – 44%
• Inspiring management
• Market success
• Prestige
(Universum Survey Results
2014)
12. (Universum Survey Results
2014)
PEOPLE & CULTURE
The social environment and attributes of the work place
• A creative and dynamic work environment – 45%
• A friendly work environment
• Acceptance towards minorities
• Enabling me to integrate personal interests in my
schedule – 24%
• Interaction with international clients and
colleagues
• Leaders who will support my development
• Recognizing performance (meritocracy)
• Recruiting only the best talent
• Respect for its people – 50%
• Support for gender equality
REMUNERATION & ADVANCEMENT
OPPORTUNITIES
The monetary compensation and other benefits,
now and in the future
• Clear path for advancement
• Competitive base salary
• Competitive benefits
• Good reference for future career
• High future earnings – 36%
• Leadership opportunities – 45%
• Overtime pay/compensation
• Performance-related bonus
• Rapid promotion
• Sponsorship of future education
14. Half of presidents say it is appropriate
for U.S. government to report data on
career and other outcomes of graduates.
Just 13% of Presidents are
confident data collected by the
government will be accurate.
Many more CEOs say institutions should
report various student outcomes than
say they actually do.
14
16. Career Outcomes - A National
PriorityAl!ong with:
The Student Right to
Know Before You Go Act
of 2013 (Rubio-Wyden)
US Department of Ed:
Title IV Federal Student
Aid Program – Gainful
Employment in a
Recognized Occupation
NACE First Destination
Survey Standards and
Protocols
17. 20th Century (Historical)
21st Century
(Contemporary)
Corporate/Institutional
Salaried with Benefits
Consistent with the “social
contract” for lifetime
employment
Traditional
Virtual
Self-Employment
Independence
Skills
Job Security
The Career Center has partnered with Universum on the WetFeet Career Benchmark Survey (formerly known as the Universum Ideal Employer Survey) since 2006. Universum works with over 1,700 academic institutions in 23 countries on this research. The purpose of the survey is to gather information on the expectations and employer preferences of Florida State University undergraduate students. The information generated from this survey is used by the Career Center to track student career preferences, employer preferences, and university perception. Employers can purchase data on different schools, using the information to guide their recruiting efforts.
This year, over 400,000 students participated in the survey. 46,554 of those students came from US 329 institutions in the United States. Florida State University was third in the number of responses from all participating educational institutions in the United States, with a total response of 602 students.
Myra
Myrna
Alternative vs. traditional
Self-employment as a part of the projected work force
Tim
Tim
Tim
Ralph
Ralph
Rich Feller – 1. Owners and 2. Temp workers (Knowledge Nomads)
Ralph
Matt
Matt
Matt and all
How effectively does your office currently serve all of your students?
Help students awareness of career paths that match their interests by introducing them to information in an “affinity based” way. Using tools in our software such as job preferences to target student populations.
Work to create professional staff with industry expertise or specialized knowledge of student populations (e.g. adding “career coaches” who have worked in a career field or industry to offer mentoring on a volunteer basis. Think about specific counselor roles (e.g. student veterans, LGBT, graduate students, etc.)
How effectively does you office currently serve all types of employers…..
Career services traditional on-campus recruiting events such as career fairs cannot effectively serve all the interests of all students or employers
We should be considering new creative new formats, such as specialized industry events that target groups of non-traditional employers. (e.g. networking events with non-profit employers, veterans specific events, and direct selling employers introducing decision making tools such as industry matrix & industry preview days, etc.
At the UU we are adding such events and programs for employers/students – finding success!
What do you need to adapt to the current marketplace
Change the placement dynamic from a point and place in time to a career development approach that is based on an individual career strategy over time with an outcome of transition in to professional roles. not a moment in time after graduation!
More emphasis on early career development – an institutional buy-in to for the “exploring students”
Robust internships that create career insights and develop employer desired experience and skills.
Emphasis on more entrepreneurial careers and skill sets. Think about where students will excel in be satisfied?
Tim
Discussion Side – Much more than gatekeepers – Ask for feedback from participants on what is happening on their campus or company
Starter comments if needed:
Advising now has a career mission now – how do we (advising and career services) shape the institutional mission for exploring students.
How are your employer relations personnel working to expand non-traditional employer relationships?
How have your adapted your recruiting policies to include non-traditional employers?
