G13 Recruiting to Retain - Amazon S3 · 2016-09-28 · G13 Recruiting to Retain Key Components of Your Long-Term Student Success Strategy ... Are Forging a New Link between Recruitment

G13

Recruiting to Retain Key Components of Your Long-Term Student Success Strategy

Rachelle HernandezUniversity of Minnesota Twin Cities

John Buckley

Fordham University

1Introduction: Key Market Trends

Bringing Together Enrollment and Student Success

2Rachelle Hernandez, University of Minnesota Twin Cities

How Better Recruitment Can Boost Success for Underserved Populations

3John Buckley, Fordham University

How Enhanced Data and Analytics Are Forging a New Link between Recruitment and Retention

A Roadmap to Today’s Presentation




How Enhanced Data and Analytics Are Forging a New Link Between Recruitment and Retention



A Road Map to Today’s Presentation

A Student Lifecycle PerspectiveCorresponding Expansion of Purview for Enrollment

High School College Career

Senior Year

Early high school

recruitment

Student success

Transfer recruitment

Adult learner recruitment

Advancement

Traditional Enrollment Focus

Expanded Enrollment Purview

+8.3%

+1.4%

-7.0%

-11.4%

Regional Growth in High School GraduatesProjected, 2011-2022

Demographic HeadwindsParts of the Country Facing Shrinking Pool of Students

Source: Western Interstate Commission for Higher Education; Royall & Company research and analysis of IPEDS data.

A Shifting Student DemographicProjected Growth in High School Graduates 2011-2022 (Thousands)

A Growing Student Success ChallengeDemographic and Student Success Characteristics, White Versus Hispanic Students

-139

-53

60

154

White Black Asian Hispanic

56%

29%

70%78%

62%

49%

First Generation Income BelowPoverty Level

Complete Within 5Years

White Hispanic

Changing Student NeedsHigh-Quality Support Will Be Critical Moving Forward

Source: Western Interstate Commission for Higher Education; Royall & Company research and analysis of IPEDS data.

$2.1M

$6.1M

$12.0M

Year 1 Year 2 Year 3

Mid-Sized Public University15,000 Undergraduates

Small Private University8,000 Undergraduates

Revenue Gains from 1% Annual Improvement in Institution-Wide Retention

120Additional students in year one

$1.6M

$4.4M

$5.5M

Year 1 Year 2 Year 3

68Additional students in year one

Source: EAB interviews and analysis.

Successful Students, Successful InstitutionsEven Modest Retention Gains Can Transform University Finances

Persistence and timely graduation also has important financial

benefits for students

Reduced debt

Accelerated earning

Reporting for DutyHow Are EMs Experiencing Their Changing Role?

Common Themes from Enrollment Managers

An elevated profile

Many EMs are increasingly collaborating with CBOs and leadership from other parts of the organization as they’re tasked with taking on advancement and other formerly siloed endeavors.

A familiar focus on accountability

Having long been held to hard numerical enrollment targets, EMs are seeing a similar quantitative rigor applied to the newer parts of their portfolio of responsibilities—not least of all, student success.

Unfunded mandates

Some EMs are seeing a disconnect between new student success responsibilities they’re taking on and resources required to discharge their new duties effectively.








Fordham University in BriefThe Jesuit University of New York

A player on the national stage

Founded in 1841, Fordham offers exceptional education distinguished by the Jesuit tradition, across nine schools. Fordham awards baccalaureate, graduate, and professional degrees. The University has residential campuses in the Bronx and Manhattan, a campus in West Harrison, N.Y., the Louis Calder Center Biological Field Station in Armonk, N.Y., and the London Centre in the United Kingdom. Undergraduate degrees are offered in liberal arts, sciences, business and performing arts. Fordham has produced more than 100 Fulbright Scholars since 2003.

Vital statistics (Carnegie Classification)

• Total enrollment: 15,231

• Basic classification: doctoral universities, higher research activity

• Enrollment profile: majority undergraduate

• Undergraduate profile: full-time, more selective, lower transfer-in

• Size and setting: four-year, large, highly residential

Enrollment Management at FordhamA Comprehensive Purview

Fordham’s Enrollment Group Some Current Priorities

John BuckleyAssociate Vice President for Undergraduate Enrollment

Undergrad recruitment

Academic records

Admissions

Financial aid

Bursar

Student employment

Enrollment operations

Transfer recruitment

Integrated across multiple colleges

and campuses

Agile planning

In concert with the rest of the university, Fordham’s enrollment management department is embracing a process of continuous strategic planning, the aim of which is to produce a more nimble rather than stagnant strategic plan.

An elevated profile

Fordham’s enrollment function is at the forefront of an effort to further raise Fordham’s prestige on the national stage.

Financial aid in the service of retention

Fordham is closely studying a number of options for boosting retention via a more strategic approach to managing aid gaps.

Fordham’s Recent Enrollment History

Key Enrollment Metrics by Entering Class Year

(Includes Non-SAT students, whose scores have been normalized to SAT)

Successfully Pursuing Academically Strong Growth

+21%increase In enrollment

+48 pointincrease in average SAT score

+7% increase in underserved student enrollment (percentage points, as proportion of total)

Avera

ge En

rolled

SAT

Enro

llmen

t

1200

1210

1220

1230

1240

1250

1260

1270

1280

1000

1200

1400

1600

1800

2000

2200

2400

2007 2008 2009 2010 2011 2012 2013 2014 2015

FTFT Enrollment Average Enrollment SAT

A Data-Driven ApproachFocusing Selectively on What Works

Representative parameters tested

• Media channel mix

• Email subject lines

• Message length

• Message content

• Message cadence

• Parental involvement

• Physical mail formats

• Outreach persistence

• Email deliverability

• SMS-based outreach

• Application timing

Dedicated data scientists and

analysts

Ongoing field testing

Measure

Research

Test

Evidence-Based Recruitment Marketing

Securing Extended R&D and Execution Capabilities Via Third-Party Partnership

Insight at Each Step of the WayEvidence-Based Practice Across the Enrollment Funnel

Inquiry Application Yield

Start early

Engaging students as high school sophomores or juniors increases likelihood to enroll

Choose the students you want

Many schools underestimate their ability to draw students from new geographies and demographics

Students at the center

Always frame your messaging from the student’s perspective—but also maintain your distinctive “voice”

Parents in the conversation

Students whose parents are engaged in search apply and enroll at higher rates

Mobile-first design

Applications that are accessible and easy to use on mobile devices are more likely to be completed

Communicate early and often

Engaging students early boosts yield, and being persistent captures evolving student interest across time

Drive to completion

Involving parents and providing a clear road map to students are keys to maximum completion

Engage counselors

Provide guidance counselors with an easy and reliable means of communicating with you

Educate on value

Campaigns incorporating information about educational outcomes, value proposition, and financing

Maximize aid dollar impact

Expert aid modeling delivers deep insight into the enrollment behavior of particular student segments; accordingly, it reduces significantly the gap between enrollment goals and results.

Student-Centered CommunicationsWhat Kinds of Messages Get Students To Engage?

“The Three Big College

Questions”

Outreach Messaging/Copy Significantly Impacts Student Response RateFrom Fordham University Testing

TestControl

“Twenty Surprising Ways

that Students Take Advantage

of New York City”

+50%higher response rate

Control-Testing Alternate Search Brochure Themes

Correct Communications ChannelsEnsuring Optimized Migration to Mobile

Students Engaging Search via Mobile DevicesFordham University

33%

49%

56%60%

2013 2014 2015 2016

Driving Common App ActivityEffectiveness of Marketing Outreach Tested Via Control Group

School Group ContactedSubmitted

ApplicationsSubmission

Rate% Difference

AControl 10,100 494 9.5%

+15%Test 9,862 1,066 10.9%

BControl 9,892 907 9.4%

+13%Test 20,083 2,085 10.6%

CControl 2,000 431 21.8%

+28%Test 16,891 4,695 27.9%

19%average lift in application submission rate across participating schools

Test = direct-marketing promotion of Common App to prospective students Control = no application-related marketing to prospective students

Targeted Recruitment, Targeted ResultsApplication Marketing Selectively Advances Specific Objectives

1227

1275

1200

1210

1220

1230

1240

1250

1260

1270

1280

2007 2008 2009 2010 2011 2012 2013 2014 2015

Average Enrolled SAT Score

Average Enrolled Student SAT1 ScoreFordham University, Entering Classes 2007-2015

Average Applicant SAT1 ScoreBy Application Source, Entering Class 2015, Fordham University

1185 for applicants who did not receive marketing

1236for applicants who did receive marketing

1 Includes non-SAT students, whose scores have been normalized to SAT

Recruitment—and Beyond…Linking Expanded Recruitment and Student Success Data Sets

Communication Engagement

Pre-Application Behavior

Application Behavior

Parental Engagement

Campus Visit

Recruitment Management

System

SISHS GPA / HS Academics

Standardized Test Scores

Background/Demographics

Financial Aid Status

Difficult for many institutions to access

Course Registration

Academic Performance

Credit Sequence and Momentum

Extracurricular Engagement

SIS

+

Pre-Enrollment Data Post-Enrollment Data

Recruitment As Persistence LeverIntensive Engagement Boosts Retention

92.5%

87.3%

85.9%

94.0%

92.0%

90.6%

80.0%

84.0%

88.0%

92.0%

96.0%

Below 1100 1100-1290 1300-1600

No Contact Intensive Recruitment Contact

First-Year Retention Versus Test Score, By Pre-Enrollment ContactFordham University

(n = 74, 850) (n = 233, 680) (n = 98, 600)

SAT Score(includes non-SAT students, whose scores have been normalized to SAT)

Firs

t Ye

ar R

eten

tio

n

Involved Parents = Improved PersistenceActively Promoting Parent Involvement During Recruitment

82%

60%

Shared Did Not Share

First-Year Persistence by Parent Email Address SharingFirst-Generation Students, Fordham University

Percent of Students Providing Parent EmailFordham University

Did Not Provide Parent Email

Provided Parent Email

38%

Financial FoundationsUnderstanding Economic Drivers of Persistence

90%

88%

90%

86%88%

75%

$0 $1K to $5K $5K to $10K $10K to $15K $15K to $25K $25K+

Overall Persistence by Level of Unmet Financial NeedFordham University

High-Impact Aid AllocationWorking to Ensure Precise and Agile Financial Aid Optimization

Headcount Net Tuition Revenue

Average SAT Score

Key Demographics

Tweaking aid allocation in real time…

…across a variety of parameters…

…to test the impact on enrollment outcomes

• Gender

• Ethnicity

• Academic interest

• Recruitment response

• Co-curricular interest

• Academic rank

• Financial need

• State residency

• Specific geographies

• Yield rate

A Live-Modeling Approach to Developing Aid Policy

Total Transparency

Characteristics of Cutting-Edge FAO

Extended Data Sets

Full Integration

Incorporation of recruitment metrics boosts predictive power of FAO models

No “black box” approach—model structure and assumptions made explicit

Close, ongoing coordination with enrollment team ensures agile response

Parameter: Timing of First ContactStudents Engaged Earlier Are More Likely to Retain

92.5%

90.8%

88.1%

84.0%

88.0%

92.0%

96.0%

Sophomore Junior Senior

First-Year Retention Versus High School Year of First Search ContactFordham University

(n = 610) (n = 559) (n = 196)

Ample OpportunityVast Majority of Student Names Available by Junior Year

50%Sophomore

year

30%Junior

year

20%Senior

year

~80%of students

first available in sophomore or

junior year

When Do High School Student Names First Become Available?

Ensuring Early EngagementSeeding Future Classes via Early High School Outreach

Search Responders, Fordham UniversityBy Entering Class and High School Year of First Contact

25,305 26,271 25,48930,197 27,533

21,73827,829 27,520

29,162

24,21817,862 18,906

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

EC 2014 EC 2015 EC 2016 EC 2017 EC 2018

Sophomores Juniors Seniors

First responded in 2015-2016, as high school juniors

First responded in 2014-2015, as high school sophomores

From Insight to ActionUnderstanding a Student’s Needs from the Day She Enrolls

UniversityHigh School

Risk Model

Data gathered during

recruitment

Success measures

Individualized student-success

risk profile available at enrollment

Was the student included in our search campaigns?

Did the student visit campus?

How soon after our first outreach contact did the student respond?

In what year of high school was the student first contacted?

Did the student apply via Common App or custom app?

Did the student provide a parent email address?

How far from campus is the student’s home?

Is the student a first-generation college go-er?

A Risk-Model Advising PilotThree Steps to “Activating” Risk Scores in Advising

2. Making student risk scores accessible

1. Creating a tiered risk model

Risk scores are found on each freshman’s student record in Fordham’s online advising platform

3. Integrating risk scores into advisors’ day to day work

Advisors are guided to use the risk scores as part of regular advising conversations and to use the scores to segment their case loads for tactical outreach (“campaigns”)

Predictive models are used to create risk scores, which segment students into ‘high’, ‘moderate’, and ‘low’ risk categories






How Targeted Recruitment Can Boost Success for Underserved Populations


University of Minnesota Twin Cities in BriefMinnesota’s Flagship Land Grant University

Overall profile

• Flagship campus of the University of Minnesota system

• Member of the Big 10 athletic conference

• Member of the Association of American Universities

• Located in the Twin Cities of Minneapolis-St. Paul

• Undergraduate enrollment of 30,511 (2015)

Vital statistics (Carnegie Classification)

• Total enrollment: 51,147

• Basic classification: doctoral universities, highest research activity

• Undergraduate instructional program: balanced arts and sciences/professions, high graduate coexistence

• Enrollment profile: majority undergraduate

• Undergraduate profile: full-time, more selective, higher transfer-in

• Size and setting: four-year, large, primarily nonresidential

U of M TC’s Recent Enrollment History

5,323 5,771

27.2

28.2

26.5

27

27.5

28

28.5

1,000

2,000

3,000

4,000

5,000

6,000

7,000

2010 2011 2012 2013 2014 2015

FTFT Enrollment Average Enrollment ACT

Key Enrollment Metrics

Entering Classes 2010-2015

Shift from Admission to Enrollment Management Approach

+8.4%increase in enrollment (2010-2015)

AC

T Score

Enro

llmen

t

+25%increase in underrepresented student enrollment (2010-2015)

What Guides Our Work?Two Key Factors Impacting EM Efforts at U of M TC

A Commitment to Access and Success

Enrollment targets include provision for 10% of each freshman class to be enrolled through the President’s Emerging Scholars Program, the University’s access program

Data-Driven Recruitment

Enrollment management is informed, each step of the way, by data collection and analysis, so that resources may be channeled to initiatives with proven impact.

College/Academic Unit Accountability

Enrollment targets are set at the college/academic-unit level, with the firm expectation that they will be met.

Close Cross-Functional Coordination

U of M TC’s organizational structure promotes close collaboration between enrollment and academic leadership, focused on student access and success.

Enrollment response

Enrollment response

A Focus on CoordinationOrganizational Design Promotes Collaboration

Vice Provost and Dean for Undergraduate Education

Student success units

Co-Chairs Enrollment

Management Executive

Committee and targeted success

efforts

Rachelle Hernandez

Associate Vice Provost for Enrollment Management

Enrollment

U of M TC’s 7 admitting

colleges

Close, ongoing coordination between central units and

colleges

• Active, cross-functional, cross-unit/college working committees focused on key outcomes

• Leveraging of data reporting to ensure tracking toward goals

Admit for Success Developed as Policy in Our Enrollment Plan

“Given the strong relationship between academic performance and student success, the University should continue to admit… students who will benefit from the curriculum and who have a strong probability of graduating in a timely manner. To do so, Admissions should continue to conduct a holistic review of prospective students' records, considering both primary factors (academic characteristics such as ACT, course work, and GPA) and secondary factors (personal characteristics such as leadership, veteran status, and extracurricular activities). Programs, colleges, and campuses must maintain appropriate levels of selectivity to ensure students' preparation for success at the University.”

1. Expanded outreach2. Focus on preparation for university study3. Targeted recruitment of prepared students

Three guiding principles of our enrollment strategy for access and success:

President’s Emerging Scholars ProgramA Dedicated Access Program Promoting Timely Completion

Background

The President’s Emerging Scholars Program (PES) serves students who have demonstrated the potential to succeed academically at the University but whose high school academic records suggest that they would benefit from additional support. PES students enroll in one of the University’s freshman-admitting colleges.

Mission match program

Urban students, rural students, first-generation college-goers, student parents, students with disabilities, underrepresented students, older students, students who have overcome barriers to success, non-native English speakers

Benefits to students

• Academic guidance and support, including regular meetings with academic advisors and peer mentors

• Programming and activities that encourage campus engagement and help create a sense of belonging to the University community

• Scholarship support—$1,000 in freshman year and $1,000 in senior year

• Summer Seminar for new incoming freshmen

10% of freshman class enrolled through the President’s Emerging Scholars Program

A Focus on Student SuccessA Closer Look at Our Access and Persistence Results

Size of access program uncommon at peer institutions

Students are selected on the basis of high potential for success and access mission match; their academic profile is not in line with the typical metrics of the overall freshman student profile

Strongest academic preparation in five years

Largestentering overall and

PES class in five years

Highlights from entering class

2015

18%growth in size of PES program since 2010

92.7%freshman retention rate for our overall 2014 entering class

Admissions Versus Enrollment ManagementData-Driven Approach Enables Search Focus on Student Success

Admissions approach

Search was once-a-year, one-time activity

Focused on one high school class

Student names from a single list source

Single point in time communications

Scattershot market development; no change in class geography

Enrollment management approach

Comprehensive, year-round search campaigns to engage students and parents

Contacts students earlier, when they are engaged

Multiple list sources, segmented and targeted for “right fit”

Ongoing communications with prospective students

Enrollment growth by targeted market; enhanced student success

Approaches enabled by extended data and analytical capabilities

Then Now

U of M Freshman Enrollment StructureFreshmen Admitted Directly to a U of M College

Tailored student selection criteria and outreach…

…help ensure optimal student match

Biological Sciences Design

Education and Human

Development

Food, Agricultural and Natural ResourcesLiberal Arts Management

Science and Engineering

U of M TC’s Seven Freshman-Admitting Colleges

College and Major FitA Targeted Retention Lever

Students who enroll in the U of M college of their choice have higher first-year retention rates than students who do not.

Educating our students throughout the recruitment and enrollment process is a key strategy to serve the needs of students and the University.

College-Specific Recruitment EffortsLeveraging Subject-Area Interest Across the Funnel

Inquiry Application Yield (and Beyond)

Engage with students based on their interests, an effort that includes educating them on related study options and programs

Educate students about majors and colleges and ensure they have related information at hand when completing the application

Provide students with easy access to advising and other information on majors, career options, and fit

Daily campus visitsMake sure options to experience “academic fit” as a prospective student are available and easy to find

Campus Visits in the spotlight

Specialized visitsProvide frequent, program-specific visit options

14%increase in

campus visitors 2015 vs. 2014

Inquiry StageEngage Students Based on Their Interests

Application StageAn Opportunity for Ongoing Education

Post-AdmissionTargeted Major- and College-Relevant Messaging

Evidence of ImpactFocus on Fit Boosts Enrollment Results

Visit behavior

• Campus visit numbers continue to increase

• Students attending specialized visit programs enroll at higher rates

Application behavior

• Decreasing prevalence of undecided status among applicants, across all admitting colleges, despite increased ease of selecting “undecided” as a status

Enrollment, retention, and graduation

• Students enrolling in their first-choice college are retained at higher rates and graduate at higher rates

• Recent changes in enrollment behavior by college and persistence in access program suggest that students are making more informed decisions regarding fit during the yield stage

Recruitment and Financial Aid CollaborationAccess- and Success-Focused Scholarship and Recruitment Efforts

U of M TC Does Targeted Outreach to Under-Resourced Minnesota High Schools

Minnesota high schools with high levels of participation in free and

reduced-cost lunch programs

How the Schools Are Selected How the Schools Are Served

Dedicated scholarship strategy

High school-based recruitmentevents during both application and enrollment phases


2015

22.9%first-generation students

18.5% Federal Pell grant recipients

Evidence-Based Enrollment ManagementU of M TC Leveraging Data and Analytics

U of M TC’senrollment research,

expertise, and capabilities

External strategic

partnerships+

Our Extended Data and Analytical Capabilities

Recruitment efforts and enrollment strategies shaped to match

enrollment goals

Ensuring Access For In-State StudentsCarefully Calibrated Entry into Reach Markets

Growth in Domestic Non-Resident, Non-Reciprocity, Enrollment;

Not at Expense of Access for In-State Students

50% growth in non-resident enrollment since 2010

3,460550

1,313

Minnesota Non-resident Other

3,649826

1,296

Minnesota Non-resident Other


2015

Largest non-resident, non-reciprocity student cohort in five years

5.5% growth in Minnesota enrollment since 2010

FTFT Enrollment, 2010 FTFT Enrollment, 2016

Students Connect When They Are ReadyOngoing Communication to Targeted Students Gets Results

Cumulative Student Response, by Number of Emails Received

U of M TC, Entering Class 2014

0%

20%

40%

60%

80%

100%

1 2 3 4 5 6 7 8 9 10+

29% of deposits came from students responding after the 5th email message received

Perc

enta

ge

of

Dep

osi

ts f

rom

Se

arc

h In

qu

irie

s (C

um

ula

tive

)

Number of email messages received

Students Connect When They Are Ready

Early Engagement Associated with Strong Preparation Indicators

25.39

27.3427.55

28.94

27.26

28.74

27.93

28.71

23.00

24.00

25.00

26.00

27.00

28.00

29.00

30.00

Applications Confirmations

Other Sources Sophomore Search Junior Search Senior Search

Average ACT Score by Funnel Stage and Inquiry Source

U of M TC, Entering Class 2016

2015 Predictions:Closing the Retention Gap

93%+All students

92%+ First generation students

91%+ Pell students

RecapBenefits of Shifting from an Admissions Perspective to an

Enrollment Management Perspective

1. Extra diligence in student selection pays off for all involvedIt’s increasingly possible to prospectively identify applicants with a high likelihood to persist—knowledge that benefits both students and colleges/universities.

2. Cross-functional coordination activates EM in student successClose collaboration with academic units has clear benefits for enrollment management, including increased recruiting bandwidth and improved ability to impact persistence.

3. Create maximally well-informed applicantsStudents are eager for all the insight you can offer into their potential future at your institution (including challenges they might face). Honor this need with high-quality, targeted cohort outreach.

4. Leverage analytics to support campus collaboration and student-centered decisions

Ensuring campus partners have accurate recruitment, enrollment, and student success information supports collaboration around achievement of strategic goals.

Making Good on the Promise

1. Data + digital communications = new possibilities for EMs

The ongoing revolutions in both digital communications and data/analytics are offering previously unimaginable insight into student needs at every stage of the enrollment process.

2. New frontiers in insight and influence

New analytical capabilities mean not only a better understanding of how recruitment influences student success, but also new means of translating that insight into positive influence on student behavior.

3. New significance for an age-old challenge

Even with the most cutting-edge capabilities brought to bear, student success will ultimately be grounded—as ever—in our ability to mobilize complex organizations and key stakeholders.

Q&A/Discussion

Rachelle Hernandez

University of Minnesota Twin Cities

John Buckley

Fordham University

Documents

G13 Recruiting to Retain - Amazon S3 · 2016-09-28 · G13 Recruiting to Retain Key Components of Your Long-Term Student Success Strategy ... Are Forging a New Link between Recruitment