This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Inferior campus facilities impact the ability to both recruit and retain students as well as attract the best faculty, and the evidence is apparent across the entire higher education landscape. Poor amenities have a negative impact on the ability to recruit and retain both students and elite faculty.
For online and professional education providers, platforms like LinkedIn, Instagram, Facebook, X, and YouTube create spaces for past, current, and prospective learners to connect, share insights, and contribute to meaningful discussions in their fields. A great way to encourage organic engagement is through faculty thought leadership.
With the world of continuingeducation evolving rapidly, universities have a unique opportunity to bridge education with industry needs. As workforce demands shift, higher education institutions must ensure professionals can upskill efficiently, meeting local labor market needs while driving economic mobility.
We are 27 years young, but in that time we’ve done our best to really be aware of what employers are saying and what employers are looking for from students coming out of higher education. And our faculty are engaged in looking at that reflective piece. Because number one, faculty do need to own the curriculum.
Now, as artificial intelligence begins to revolutionize the workforce and as Miami becomes the fastest-growing tech hub for venture capital investments post-pandemic, Pumariega’s school is well poised for a new era of student career success and faculty innovation. “President Pumariega spoke to us and said, ‘Think big.’
Projects addressed topics such as annual giving, student retention, professional and continuingeducation, academic program planning, and more. Below are a few of the key themes that appeared in multiple capstone projects from past participants. Scroll down to read about each of the capstone projects in the fellows’ own words.
Blogs Oklahoma cooperative extension service: Family and consumer sciences January 31, 2023 Gina Peek Associate Dean, Extension Engagement and ContinuingEducation, Oklahoma State University The views and opinions expressed are those of the author and do not necessarily represent the views or opinions of EAB.
Amrit discusses the most effective ways in which schools can engage with students and alumni and how to define specific tactics and priorities that will improve enrollment and retention. The involvement of faculty in the enrollment and retention process is critical. Loyalty” is executed on the back of retention.
Classes are taught by faculty from Goucher and other local colleges and universities. GPEP Alumni Success An excellent college education offers access to ideas and scholarship, to social movements, to art, and to academic context for lived experience. GPEP alumni carry on this work past their graduation and return home.
According to Battista, that affects recruitment, admissions, retention and continuededucation. Set expectations Try to determine what benefits individual departments can realize and how they can leverage their data to improve the overall experiences of students, faculty, staff and alumni.
CCPD has programs where employers or alumni talk to students on campus. Post students have access to a locked closet with gently used professional men’s and women’s attire that have been donated by staff and faculty members. You didn’t have an alumni association and were struggling to identify alums.
A program designed with the university’s deans, faculty, and community engagement managers is also more valuable. They have their Master’s program with a core faculty team teaching the baseline courses and then adjuncts who teach exactly what’s going on in Silicon Valley. That is one model. Harvard comes to mind here.
Board ContinuingEducation Creating a culture of continuous board improvement means Trustees need to also commit to continuing their own education during their tenure on the board. Additionally, trustees need to remain current in their thinking about the overall trends in higher education and board governance.
We organize all of the trending information in your field so you don't have to. Join 5,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content