Category Archives: relationship management

Student Progression: ESCAPES Project at the University of Nottingham

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Photo of a brass compassThe JISC funded ESCAPES (Enhancing Student Centred Administration for Placement ExperienceS) project at the University of Nottingham has focussed on improving the management of its placement process for both staff and students. As employers are more likely to take on graduates with work experience, students may be more likely to choose a course that has a placement element.

Challenges

The relationships between teaching staff, administrative staff, students and businesses are an essential part of effective placement management. Challenges from the institution’s viewpoint included:

  • a variety of unconnected processes used across the institution
  • finding a way to ensure that common good practice was recorded and shared
  • being able to record baseline placement data for employability statistics without imposing any centralised control across schools.

Benefits

As well as some technological improvements, the project has resulted in a number of benefits for both staff and students, including:

  • improved adminstrative efficiency from streamlining processes and extra facilities for data reporting; for example, it is now possible to identify students who make a number of unsuccessful placement applications in order to provide them with additional support
  • more effective management of relationships with students whilst they are on placement; such as providing a single point of contact and improved methods of communication
  • a number of enthusastic champions of good practice across the University have been identified as a result of the project.

Recommendations

For placement processes to be handled effectively, it is recommended that:

  • senior management and practitioners are encouraged to be champions in good practice for placements with the role of a placement co-ordinator acting as a central conduit for relationships and communication
  • when implementing such a project, staff need to “talk to people on their terms” to win them over and to promote an understanding of what people are doing and why; communication is key and can help enable “change by stealth”
  • remember that the learning and administrative aspects of the placement process are co-dependent and that technology alone cannot replace the human element.

Further Information

If you would like to find out more about this project, the following resources may help:

Come and chat about CRM on our new list!

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Team of people sitting together We’ve just started a new JISCMail Discussion List for anyone who wants to talk about CRM (Customer Relationship Management) in the HE (Higher Education) and FE (Further Education) sectors.

The CRMinHEFE list is a space for all stakeholders to discuss the implementation of CRM as a process and as a technology. It’s focus is on the strategic, cultural change, systems management, etc aspects of CRM, rather than on the detailed installation issues of vendor specific systems.

If you’re using the JISC Good Practice in Customer Relationship Management Online Handbook, then you can talk about that here too. There’s also a short blog post about the Handbook.

If you’re looking for a more generic Relationship Management list or one that focuses more on SLRM (Student Lifecycle Relationship Management), then our sister list RMinHEFE might be more your style.

Other resources include the Just Enough Relationship Management website with a section on BCE (Business and Community Engagement) CRM, the JISC CETIS Relationship Management website as well as the #rminhe Twitter tag.

So come and join us!

Student Retention: Support for All Project at North Glasgow College

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Photo of a brass compassThe JISC funded Support for All project at North Glasgow College has been trying to improve access to learner support, both on and off-campus. This project is based at an FE (Further Education) College, which tends to face different issues fro those faced by HE (Higher Education) colleagues.

Challenges

The project team team has tried to formalise the thought processes and relationships regarding provision of support and identified a number of challenges, including:

  • developments in the real-world can get ahead of institutional strategy; e.g. there are issues around allowing the College to use Facebook
  • the lack of strategy around the introduction of new technologies, such as iPads
  • changes in personnel can affect any improvements being made.

Benefits

The project team established several new approaches to improve access to student support, including:

  • a structured and auditable “pipeline of support” through which learners can move; the ten steps in this process can be used as a checklist for performance evaluation of the support offered
  • a Blackboard mobile app was implemented, alongside access to iPads, in order to extend access to support. This not only gives students access to learning content but also allows the learner to submit medical self-certification forms electronically
  • these improvements should lead to increased student confidence, performance and retention.

Recommendations

When tackling improvements at a time when resources are scarce, it can be helpful to:

  • give staff responsible for delivering a service the chance to take ownership of any activities leading to process improvement
  • encourage staff to complete bite-sized activities so that they are not taken away from day-to-day operations, as this may reduce resentment to any new methods of working
  • make small improvements, even if resources are scarce. For example, whilst social media services, such as Facebook, were seen as positive ways to interact with support services by students, staff resources weren’t available at the College to manage this. The project team addressed this issue by designing postcards with QR codes, so that students can get immediate access via their smartphone to the support team’s e-mail.

Further Information

If you would like to find out more about this project, the following resources may help:

MOOCs and Carrots

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Photo of a bunch of carrots

I’ve just started a free online Coursera course on HCI (Human-Computer Interaction). This is my first time taking an online course and I thought I’d share some of my observations on both the course and on using a MOOC (Massive Open Online Course).

The HCI course is being run by Stanford University and consists of a number of short video lectures, peer-evaluated assignments and online quizzed. There is a student forum, free access to software to help with the course, and lots of text and videos to support the general interaction with the course.

The first thing that struck me about the HCI course itself was how much it will complement my existing work as an e-learning technologist in the accessibility field, as well as there being similarities with the service design approach, which has been part of my Relationship Management work. In fact, there are quite a number of e-learning technologists on the course.

The second thing that really stood out was the wide variety of the types of people from around the world taking the course. Apart from the obvious – students taking this course as a complement to their main study and people in employment upgrading or complementing their existing skills – there are mothers with young children, housebound people, people with disabilities, people who don’t live anywhere near an educational institution that offers such a course, unemployed people, etc. These are very much non-traditional students who would be unable to attend a class in a traditional setting. Perhaps the rise in MOOCs won’t necessarily threaten the current university sector but will complement it by attracting those on the fringes of mainstream education?

There are some differences between attending an educational institution as a real student and as a virtual student. Perhaps the biggest one might be the social and collaborative aspect. If one is motivated to attend class for social reasons (e.g. seeing a different group of people, doing something outside of the normal day-to-day routine, etc), then one may be more likely to continue. However, no-one is going to notice if one hasn’t attended a virtual class! Perhaps one way to encourage attendance in online classes to offer a carrot. In the case of the HCI class, students who successfully complete the course will be awarded a “statement of accomplishment” signed by the tutor and there are grade penalties if you miss assignments or don’t take part in peer evaluation. Not all classes offer this, so it will be interesting to know whether offering a sort of certificate really makes a difference to drop-out rates. If I manage to make it to the end, I’ll let you know!

Carrots photo by vierdrie.

Student Retention: Learner Analytics at Loughborough University

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Photo of a brass compassThe JISC funded Pedestal for Progression project at Loughborough University has focussed on bringing together information from their in-house Co-Tutor dashboard and other systems to help tutors be pro-active in their response to “at risk” students.

Challenges

The project team found that having access to the data is not enough, there needs to be a balance between automated and human interventions, for example:

  • educational data mining is complex and will be unsuccessful if used solely to identify “at risk” students without human intervention processes being designed
  • incorporating more student-centred approaches into the development of exisiting systems (such as VLEs, student data systems, attendance recording systems etc) can be challenging
  • changes in processes and the introduction of new software systems can be seen as threatening to staff.

Benefits

The project team looked at both staff and student needs by:

  • using service design techniques to help identify learner needs, such as flexibility of study, planning of deadlines for coursework, and employability, for example
  • providing more and better quality learner information to help a tutor be more active in identifying and supporting “at risk” students; for example teaching sessions where attendance is taken electronically are designated as being “critical” or not, so e-mails are sent only to students missing “critical” sessions
  • developing a standardised process for managing placements across three departments in order to reduce student anxiety around the process.

Recommendations

The relationships that students have with staff are vital to the enhancement of the student experience, but the relationships that staff have within in the organisation are also important. For example:

  • provide staff with access to learner data to help them identify any human interventions that need to be made
  • use the student voice to influence improvements
  • sincere management buy-in is critical, otherwise an institution’s organisational structure will remain a barrier no matter what improvements are suggested.

Further Information

If you would like to find out more about this project, the following resources may help:

Spiders, Shepherds, and The Monkees: Supporting the RM Programme

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Photo of spiderweb with waterdroplets“Hello. My name’s Sharon and I’ve been supporting the JISC funded RM (Relationship Management) Programme.” I haven’t just stepped into Programme Supporters Anonymous, but as I’ve been looking back over my time supporting the Programme, I just thought I’d share some of my reflections.

I’ve been supporting the RM Programme since 2009, when Phase 1 started. Phase 2 has just finished and apart from the synthesis work and a couple of bits and bobs, the support aspect has pretty much finished. This has given me the time to look back and reflect on the Programme from a Programme Support angle.

So what does Programme Support entail? Without going into all the gory details, for me, it has been all about building relationships, getting to know the project work and the project teams. It’s been about encouraging the teams, sharing in their highs and lows. It’s been about providing advice and guidance – or at least pointing people to where they can find it. It’s been about acting as a neutral interface between the funders (JISC Programme Managers, who have also been very supportive) and the project teams. And to quote The Monkees, it’s been about “knowing when to keep and when to share”.

Now that the current phase of the Programme has come to an end, I will miss my contact with the project teams. This phase of the Programme has had an extra layer of interaction in the form of five hard-working and very useful Critical Friends, and to some extent I did feel that I missed out on hearing about some of the key moments in the projects’ story – a bit like only seeing a child every couple of months and suddenly realising how much they’ve grown. However, I tried to make up for this by having regular telephone calls with the projects and keeping the communication channels open. I hope they found them useful and they certainly helped me try and build up a mental picture of the Programme as a whole. In some respects, I’ve felt a bit like a spider at the centre of a web, periodically pinging all the strands, making sure everyone’s OK, and weaving together a picture of RM in HE and FE. I’ve also felt like a shepherd, gently herding everyone down to the summer pastures (their final case studies and deliverables for JISC).

Perhaps I am looking back on my time with the project teams with rose-tinted glasses, particularly now that I’m involved in writing up the overall Programme outputs. Perhaps too, the project teams may have wanted something different in terms of support (I’ll know when I’ve collated their evaluation comments); but for me, the RM Programme has been all about the management of relationships and the delight in seeing the projects grow and progress.

PS: The Monkees song is “Shades of Gray” (but that’s a whole other story).

Spider web photo by andrewatla.

Alumni Engagement: Using PDP at University of Kent

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Photo of graduates wearing mortar boards and gownsPDP (Personal Development Planning) is generally done whilst a student is still studying. The EAT-PDP (Engaging Alumni Through Personal Development Planning) project at the University Kent looked at the benefits of extending access to their PDP software (Mahara) to alumni.

Challenges

The aim of the project was to extend access to Myfolio (based on the Mahara software) to alumni for at least a year. It also developed a Student Catalogue which will help prospective employers search the University’s alumni (with their permission). Some of the challenges include:

  • the difficulty in ascertaining the impact on data storage and server usage; for example although not all students are active on MyFolio, and only 25% of users are in their final year, uptake may increase as users start to see the benefits
  • data protection issues
  • providing access to a University branded platform once a student has graduated could damage the institution’s reputation, i.e. it is harder to sanction alumni than current students.

Benefits

The University wanted to offer practical assistance to the ongoing development of its graduates, particularly those who wanted to continue to record and reflect on their acheivements. Providing access to a PDP service after a student has graduated can:

  • help the institution’s reputation by improving the employability of graduates
  • provide alumni with a competitive edge in a difficult employment market
  • extend the relationship between the institution and the alumni to mutual benefit, e.g. by helping a graduate find employment, who could then mentor current students.

Recommendations

Prior to the EAT-PDP project, alumni were offered little formal guidance. However, when allowing alumni to use an instititutional platform:

  • give the user full control and ownership, e.g. by providing the ability to privately record self-reflection or publicly publishing profiles for potential employers to view
  • put procedures in place around the data archiving and deletion, especially if it’s no longer possible to contact the creator of the data
  • ensure that terms and conditions of service take alumni into account, especially if access to data is only available for a short time after graduation.

Further Information

If you would like to find out more about this project, the following resources may help:

Developing a CRM Good Practice Handbook for the Tertiary Education Sector

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Photo of a row of red-spined booksThe University of Huddersfield and Teesside University have been working together to produce an online CRM (Customer Relationship Management) Good Practice Handbook. The Handbook aims to guide HE (Higher Education) and FE (Further Education) institutions through the development of strategic BCE (Business and Community Engagement) CRM processes, as well as provide advice and guidance on data management and change management. It contains a number of case studies and examples from the tertiary education sector.

Challenges

The aim of the project was to deliver an online Handbook in CRM Good Practice, however there were some challenges along the way:

  • although the Handbook was validated by a cross-section of HE institutions, it was harder to engage the FE sector to the same extent due to the rapid changes taking place in that sector
  • a large amount of consultation was undertaken to ensure that the Handbook matched the needs of the sector
  • routes into the content needed a lot of thought and discussion.

Benefits

The Handbook is now complete and will be launched at the AURIL (Association for University Research and Industry Links) Conference in October 2012. Other benefits resulting from this project are:

  • an increased interest in BCE CRM
  • the addition of sections based on user feedback, such as information on how to use Business Intelligence and how to use the data captured in a CRM system
  • interest in establishing a CRM community of practice from those taking part in the research.

Recommendations

Current Government policy is to bring the HE sector and industry closer together and the building of such external relationships can have an impact on helping institutions pursue distinctiveness in the sector. Some of the recommendations from the Handbook include:

  • CRM should be considered as a culture that encourages people to place the needs of the customer at the heart of everything they undertake
  • senior management buy-in, and a senior management stakeholder or champion, is vital
  • it is important before even considering purchasing a CRM system that time is taken to understand how CRM can support and be integrated into the institution’s overall vision and strategy.

Further Information

If you would like to find out more about this project, the following resources may help:

Alumni Engagement: Forming an Alumni Community at the University of Hertfordshire

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Photo of graduates wearing mortar boards and gownsThe Alumni Link project at the University of Hertfordshire has been connecting alumni and students using online and offline activities. This can help generate employment opportunities, skills development, relationship building and mentoring.

Challenges

Alumni engagement has been viewed traditionally as an additional service once a student has graduated. In order to progress to a service that was more integrated with the student lifecycle, the following challenges needed to be addressed by the project:

  • building collaborative relationships with a range of different stakeholders, such as alumni, career development and business engagement services
  • growing an online community using LinkedIn, which generally has low uptake amongst students and recent graduates (also see the post on Brunel University’s Alumni Engagement project)
  • creating a framework for continuing to support and grow an alumni community that is sustainable.

Benefits

Alumni services are now taking on a more strategic role in the University and the subject-specific communities are starting to grow and take shape. For example:

  • there have been changes in policy, such as opening the University’s alumni group to final year students
  • engagement in the University’s LinkedIn groups has increased between 84% and 193%, depending on the group
  • Business School alumni have formed a committee for collaborating with staff and running alumni activities.

Recommendations

Being an active member of an alumni community can benefit students (such as mentoring, etc), alumni (e.g. building professional relationships, etc) and the institution (in terms of reputational benefits). Therefore:

  • a strategy should be developed for engaging alumni via online and offline activities that is co-ordinated; if departments set up independent alumni groups, this fragments the institution’s offering and reputation, should they be abandoned or lack support
  • it is important to consider that different types of alumni have different needs, for example recent graduates are more interested in finding employment, whilst retired alumni are more interested in events being run by the University
  • the institution needs to actively be involved in building alumni communities (e.g. by employing an Alumni Engagement Officer).

Further Information

If you would like to find out more about this project, the following resources may help:

Alumni Engagement: Alumni Volunteering at University of Glasgow

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Photo of graduates wearing mortar boards and gownsThe University of Glasgow’s SAVE (Sustainable Alumni Volunteer Engagement) Project has focussed on putting into place an alumni volunteering management infrastructure using existing systems that is both sustainable and engaging.

Challenges

The initial perception in the institution was that alumni volunteering opportunities weren’t adequately defined or managed. For example,

  • there was no consistent link between students and alumni
  • the process of volunteer engagement needed to be clearer and easier to follow
  • expressions of interest in volunteering weren’t recorded in a way that could be queried or reported.

Benefits

The SAVE project has helped improve the institution’s level of service by:

  • extending the range of alumni volunteering activities; for example by encouraging alumni to create online Alumni Profiles describing their time at the University, as well as asking them to act as eMentors to current students via LinkedIn
  • building clearer, formalised procedures for managing volunteering and establishing a coherent management structure to ensure sustainability
  • improving co-operation and co-ordination between University services; for example as a result of student feedback, the Careers Service now markets itself more efficiently to students.

Recommendations

The profile of alumni volunteering has been raised as a result of the SAVE project and many lessons have been learnt, such as:

  • the service design approach should be adopted from the beginning to ensure that any service improvements are user-centred
  • an alumni community should be grown gradually by identifying small target groups to ensure sustainability and build meaningful relationships
  • it’s important to manage expectations regarding alumni volunteering, i.e. not all alumni will be suitable for every opportunity; however all enthusiastic alumni should be encouraged.

Further Information

If you would like to find out more about this project, the following resources may help: