• Operations - Career Services


  • Career Services Benchmarks: Staff Salaries and Experience

     
    Although the average salaries for eight of nine career center staff positions climbed in 2013-14, the salaries remained relatively flat from last year, according to results of NACE’s 2013-14 Career Services Benchmark Survey.
     

    How Others Do It: Telepresence Technology Boosts ODU’s Reach

     
    Old Dominion University's (ODU) Career Management Center (CMC) has introduced telepresence technology to offer two-way communication for students, alumni, and prospective employers through its Cyber Career Center.
     

    Strategies for Staying on Top of Staff Development

     
    A key component for your career center to provide effective staff training and development is to assess the knowledge and talents it has in-house and devise ways that are compatible with its culture to share those resources.
     

    Stanford Moving to Career Connections Model of Career Services

     
    The economy and its effects on the job market for college graduates has led the career development center at Stanford University to reconsider its approach to its positioning, structure, and delivery. Stanford’s office is implementing a career connections model that engages communities of students, faculty, alumni, parents, and employers.
     

    Innovating in Times of Change

     
    As engaged professionals, we must be intentional and proactive in our efforts to best serve our stakeholders and avoid simply reacting to our environment. So, how, in the career services field, are we providing the innovations needed to keep up with and even get ahead of the changing times?
     

    The Keys to Motivating Staff Performance

     
    Effective leaders must be flexible and situational in motivating others. In the book "Leadership in Career Services: Voices from the Field," Manny Contomanolis, associate vice president of enrollment management and career services at the Rochester Institute of Technology, writes that the key is not to treat people the way you want to be treated, but rather the way they want to be treated.
     

    Career Services Benchmarks: Student-to-Professional Staff Levels

     

    The average student-to-professional staff level is 1,889 students to each career services professional, according to the 2012-13 Career Services Benchmark Survey.


     

    Five Career Services Program Benchmarks

     
    Eighty-five percent of the career centers that responded to NACE’s 2012-13 Career Services Benchmark Survey report having centralized offices. Here are other survey highlights.
     

    Innovation in Times of Change: Conclusion

     

    Two obstacles to innovation in the career services office, expressed by our survey respondents, were budget constraints and lack of time.


     

    Understanding the College Scorecard

     

    The intent of the "College Scorecard" is to provide potential students and their parents with a clear way to judge the potential costs and likely benefits of attending one school as opposed to another, and make schools more focused on the end result, particularly the employment outcomes, of their programs.


     

    Innovating in Times of Change: Career Center Processes

     

    Potential for innovation in the career center is more prevalent where budget and time are available to explore ideas, systems capture ideas, and stakeholders serve as sources of information and inspiration.


     

    Innovating In Times of Change: Career Center Climate

     

    There are three primary factors that affect an organization’s potential for innovation—climate, leadership, and process. When the center incorporates several key elements of an innovative climate, it can be one of the principal drivers of innovation.


     

    Four Strategies for Staying on Top of Staff Development

     
    To provide effective staff training and development, career services offices should assess the knowledge and talents they have in-house and devise ways that are compatible with their culture to share those resources
     

    Innovating in Times of Change

     
    Results of a national survey on innovation in career services show that there are three primary factors—climate, leadership, and process—that effect how innovative an organization can be. Part 1 of 5.
     

    Corporate & Career Center Partnerships: A Study of Transparency and Trust

     
    Two surveys, 10 years apart, were conducted to determine how career center and corporate personnel engage in ethical partnerships and how they view these partnerships.
     

Operations - Career Services