LEAP Virtual Colloquium: developing a comprehensive international recruitment strategy Ron cushing university of cincinnati

LEAP Virtual Colloquium:

developing a comprehensive international recruitment strategy

Ron cushinguniversity of cincinnati

Your Instructor

Ron Cushing is the Director of International Services at the University of Cincinnati (UC), an urban research university with over 3,400 international students. UC is a founding member of the American International Recruitment Council.

Topic to be Covered • Introduction to importance of recruiting

internationally• Different models of international

recruitment• The Agents as Partners Model• Resources (and changes) universities

need for effective international

recruitment

Importance of Recruiting Internationally

• Currently over 3 million students study abroad Worldwide

• Exponential growth of 50% since 2000

• 7 million international students expected by 2025

Importance Continued

• Increase diversity on campus– Out of State, Ethnic, Religious, etc.

• Increase university’s national and international reputation

• Prepare students for global workforce• International recruitment is a fundamental

step in US foreign relations• And….

Importance Continued

• Undergraduate international students typically pay higher tuition and receive less scholarships than domestic students

• International students do not receive US public funded financial aid (stafford loans, etc.)

• Most international students do not receive state subsidy

• International students contribute $20 billion dollars annually to the U.S. economy

Current Models of International Recruitment

There are many models for international recruiting, including:

• Tours (Linden Tours, CIS Tours, Indus Foundation, etc.)

• EducationUSA offices • High school visits/College Fairs• Articulation/Exchange Agreements• Government Sponsored Students

International Recruitment Models Continued

• “Armchair Recruitment” (websites, search engines, magazines, virtual fairs)• Faculty relationships (visits home, international presentations, etc.)• Agent Recruitment, Or….• No recruitment strategy at all - the “students have always found us” model

Most US universities use a combination of some or all these models.

First Step: Self-assessment – What Can Your School “Sell” Overseas?

• Brand name• Ranking / Prestige• Unique / in-demand programs• Location• “Price” – low tuition, “discounting”, scholarships• Speed & flexibility in admissions • Employment prospects upon completion

Agents As Partners

Using agents for international recruiting is a well-established industry in many markets around the world. While the industry has gained much traction in recent years in the United States, it remains a controversial practice that still produces many passionate opinions, both in favor and against.

According ICEF, there are 24,000 Recruitment agencies in 189 countries

worldwide

Legend

Over 1000

501 - 1000

251 - 500

101 - 250

51 - 100

1 - 50

Legend

Over 500

251 - 500

101 - 250

51 - 100

1 - 50

ICEF estimates that 7,000 are qualified recruitment agencies

Legend

Over 500

251 - 500

101 - 250

51 - 100

1 - 50

Educators working with recruitment agencies – 3,550

in 89 countries

Limited Use of Agents in U.S.

• A quick scan of leading recruitment agents in India, China, Brazil and elsewhere reveals remarkably short lists, dominated by relatively obscure institutions.

• This stands in stark contrast with Australian and British where many top universities engage agents.

• Until very recently, virtually no major US research universities or competitive private liberal arts colleges were willing to engage agents directly.

• A few institutions utilized agents heavily, often with little regard to quality control or student quality, and virtually no understanding

of emerging best practices.

US educators working with agents (ICEF customer base

2006-2011)

Higher EducationSecondary/BoardingLanguage

Compensation Models

• Common US Agent Recruitment Models:– University works with agents, and pays them a

“commission” (percentage of tuition or flat fee)• University works with agents, and pays them “marketing” fees (annual retainer)• University works with agents who do not charge university any fees (charges students)• University unknowingly accepts applications from agents

Common Theme With Agent Models in U.S.

• Agent-University relationship is not transparent to students

• University hides its agent affiliation from other universities

• Agents incur many expenses (such as visiting university campus, advertisements, etc.)

• Students are not motivated by university to use agents

Americans Have Been Slow Learners

• American admissions officers have generally rejected the use of commission-based agents – despite their proven effectiveness elsewhere

• Why? The reasons given vary, but most boil down to these three:– “It’s illegal. Title IV of the Higher Education Act (HEA) prohibits paying

commissions to recruiters.”– “It was Prohibited by National Association for College Admissions

Counseling (NACAC).”– “It’s unethical. Agents do not work in the interest of the students.”

Not Illegal and Not Prohibited

The HEA Explicitly Permits Commission-based Recruitment of Foreign Students

The “small print” from Title IV:

(b) By entering into a program participation agreement, an institution agrees that (22)(i) It will not provide any commission, bonus, or other incentive payment based directly or indirectly upon success in securing enrollments or financial aid to any person or entity engaged in any student recruiting or admission activities or in making decisions regarding the awarding of title IV, HEA program funds, except that this limitation does not apply to the recruitment of foreign students residing in foreign countries who are not eligible to receive title IV, HEA program funds.

NACAC’s Statement of Principles of Good Practice (SPGP), which prohibited commission payments, Did Not Apply toForeign Students and was recently revised to:

Not offer or accept any reward or remuneration from a secondary school, college, university, agency, or organization for placement or recruitment of students in the United States. Members who choose to use incentive-based agents when recruiting students outside the US will ensure accountability, transparency and integrity.

Is Working with Agents Legal ? Ethical ?

Using agents is legal ...

• US Federal law does not prohibit payment to international counsellors

• NACAC Commission revised its Statement of Principles of Good Practice indicating

it’s not a banned practice

• NAFSA supports the use of agents & provides much insight into the practice

Using agents is not unethical ...

• British Council - „Education agents are a student lead demand ... used globally and are resources that have become a global industry and phenomenon”

• It is the educator‘s responsibility to be selective and choose the right agents

Change is afoot ..

• AIRC certifies agencies, and institutional membership continues to grow

• ICEF‘s North American clients continue to grow

Agents are Not Necessarily Unethical

• Long-standing tradition in business of using trusted intermediaries (agents and brokers) to facilitate business.

• Universities already utilize agents in many ways:– Headhunters assist with presidential, provostal and decanal

searches– Stock brokers manage university endowments– Real estate agents assist with sale and purchase of property

holdings– Insurance brokers assist university risk managers

These agents are not ethically suspect because their professional practicestandards are well established and familiar, and are supported by trusted regulatory frameworks.

Problems with Banning Agents

• Students will use agents whether universities use them or not

• The “ethical” stance of refusing to work with agents actually empowers the unethical agents because students do not know who to trust

• Desperate students and parents are vulnerable to unscrupulous practices

What Is An Education Agent?

• Individual, company or institution that provides educational advice,

support & placement to students

• Person or organization abroad that markets / represents your

institution, generating applicants

• There are different types of agents:

1. Partners & representatives

2. Study abroad advisors

3. Travel agents with an educational division

4. Alumni, former colleagues, etc.

Why Agents Are Important

• Agents are a low risk, low cost way of recruiting international students

• They provide fast, direct access to local markets, using local

languages and business customs

• In some countries, as many as 80% of international students go

through agents

• They provide not just quantity, but also student quality

• Agents save work & time for admissions departments

What Agents Can Do For Institutions• Represent institution on a year round basis

• Improve “application -> admission” conversion rates

• Provide institutions with reliable local market information

• Distribute institutional promotional material on a continual basis

• Advertise in targeted local media and handle translations

• Represent institutions at local fairs and college days

• Manage enquiries received by institutional international offices

• Arrange student appointments & presentation opportunities

• Pass on post-study feedback (positive/negative)

What Agents Do For Students

• A trustworthy and accountable local contact

• Give advice to students, and parents !!

• Communicate with students in their native language, bearing in

mind local sensitivities

• Suggest an optimal institution / student match

• Provide valuable counseling services in a timely manner

• Deliver useful added-value services (visa, flight, insurance)

• Provide ongoing support

How To Select Agents

• What geographical area do they cover?

• Company history, company structure & number of staff?

• How many students do they handle each year?

• What other schools do they represent (#, type, location)?

• Can they provide references?

• Are they members of an association, follow professional standards?

• Have they completed any agency testing?

• What is their promotional and marketing strategy?

Creating An Agent Contract

• Define respective roles & responsibilities

• Mention business plan (marketing strategy, budget)

• Give key performance indicators (quantity / quality)

• Outline exact compensation model

• Exclusivity if and when

• Dispute resolution guidelines

• Duration of contract including termination clauses

How To Support Agents

• Provide comprehensive information via an agent manual

• Marketing assistance (hardcopy, CD, web)

• Conduct agent training sessions giving regular updates

• Stay in touch – phone calls, letters, newsletters, emails

• Integrate agents into your overseas marketing plan

• Monitor results and review procedures

• Ensure a rapid response time to agents queries

• Organize agent familiarization trips – increases agent’s knowledge,

and enhances personal relationships

What Agents Can’t / Won’t / Shouldn’t Do For Your Institution

• Make admissions decisions (They can be effective pre-screeners, however)

• Be your entire international recruitment strategy• Know everything about your school and its

admissions without attention and training• Control your brand name in that country• Overwhelm your team with unqualified applicants

Finding Potential Agents – Approaches

• ICEF workshops (North America, Dubai, Beijing etc.)

• American International Recruitment Council• NAFSA conference • Recruiting tours / overseas student fairs• Via inquiries• Referrals from colleagues• Alumni

Vetting Agencies: How To Assure That You Have The Right Agents For Your

Institution?

• Ask for and check references• AIRC certification• ICEF – conference participants• Association memberships • Personal interaction / questionnaires• Proof of licensing in own country• Referrals from colleagues• Close monitoring early in a relationship

Questions While Considering Agents To Represent Your Institution

• Does the agency know US higher education?• Does the agency know US visa regulations?• What other similar/peer schools does the agency

represent?• How important is the USA in their product mix?• How do they work with their other institutional

clients?• Is the agency asking for up-front marketing

expenses?

Questions While Considering Agents To Represent Your Institution

• How do students tend to find this agency?• How many years has it existed? • What is the agency’s fee structure?• Does it or its counselors have

certifications / endorsements / memberships to professional organizations (with stated standards)

Counseling Concerns – University’s Perspective

• Quality applicants (ready to succeed)• Volume of applicants• Appropriateness of applicants – good match for

university• Transparency and ethics in the recruiting process• Accuracy of information – management of

expectations• Proper image of university is conveyed

Admissions Concerns – Agent’s Perspective

• Clarity on admissions policies, procedures, targets and profile

• Quantified selectivity of the university (GPA, test scores etc.)

• Fast turnaround for applications • Consistent turnaround for applications • Programs / degrees that are effectively “off-limits”• Programs / degrees with flexibility and interest in

growth

After Decision To Appoint An Agency

• Not-too-scary agreement• Annual plan to define expectations• “Product knowledge” - visit to campus?• Training – counseling points on your school• Support and appropriate marketing materials• Open and timely communication/correspondence• Forwarding of inquiries to agent

Ideas To Utilize Agents On Visits To Countries

• Co-represent university at student fairs• Interviews with pre-screened candidates• Arranged public presentations• Training of counseling staff for “product

knowledge”• School and other institutional visits

“Two-Way” Accountability – Some Suggestions

• Put expectations in writing – targets for enrolling qualified students, turnaround times for applications

• Annual review of performance on both sides

“Two-Way” Accountability – Some Suggestions

• Surveying students who attend your institution

• Tracking GPA of students referred• Review use of your logo and name in all

marketing collateral and websites

Benefits to Agents as Partners

• Empowers the student – students know who to trust

• Empowers the university – they have trusted representatives acting on their behalf

• Pay on a commission basis – compensation is based on performance

• Use of agents offsets many of the initial costs of international student recruitment (keeps staff costs down)

In summary

• As recruitment becomes increasingly competitive, agents are now

an integral component of any international strategy

• Select agents carefully, ensure that they are of quality

• Only appoint agents suitable to your institution, be selective

• Ensure agents are part of an integrated marketing plan

• Leverage agents in other marketing activities (fairs, internet, alumni,

advertising)

• Invest sufficient time and resources from the start

• Communicate regularly and support agents effectively

• Review your requirements and contracts periodically

Case Study: University of Cincinnati’s International Recruitment Strategy

UC was the first major research university in the US to openly adopt agency-based international student recruiting, and it did so while simultaneously leading a national movement for industry standards. In July 2008, the American International Recruitment Council (AIRC) was formed by UC to develop standards for international student recruitment and a certification process for international student recruiting agencies.

The UC Philosophy on Agents

• Student treatment is top priority– Students should not be mislead by agent or university

• Agent network size depends on the amount of support we can give; not number of students we want

• Agent-University relationship is promoted (partnership)• Implementing an Agent Management system (UCosmic) was a priority• Tracking results is critical

1. Commission process2. Student satisfaction3. Student academic progress4. Return on investment from agents

Where UC Is Now:Representative Network

1.Australia2. Bahrain3. Bhutan4. Burma (Myanmar)5. Canada6. China7. Colombia8. Denmark9. Finland10. Hong Kong

11. India12. Jordan13. Korea, Republic

of (South) 14. Kuwait15. Macau16. Mexico17. Nepal18. Netherlands19. New Zealand

20. Norway21. Oman22. Pakistan23. Qatar24. Saudi Arabia25. Singapore26. South Africa27. Sri Lanka28. Sweden29. Taiwan

30. Thailand31. Turkey32. United Arab

Emirates33. UK34. Vietnam35. Zimbabwe

UC has 48 representative agencies in 35 countries

Regional Staff to Provide Support for Agency Network

UC uses dedicated representatives in China (2), India (1) and Vietnam (1). We have hired full-time representatives (country coordinators) who train staff in the other representative offices and function as an extension of our admissions office.

Dedicated Staff for Working with Recruiting Agencies

– Director of International Admissions– Director of International Services– Asst. Director – Agent Network– Asst. Director – Marketing – Asst. Director – Processing– Business Manager (Commission Payments)– Four regional staff (2 China, 1 India, 1 Vietnam)

Changes UC Has Made In Support Of Our Agent Network

• Created standard contract and commission rate (9%)• Implemented new Application Fee structure.• Developed our first International Student Prospectus currently

on fifth version.• Developed a comprehensive Representative Manual (requires

frequent updating). • Conduct regular site visits for training and recruiting at

agent offices and host country coordinators for on-campus training• Engage the entire university in the recruitment strategy

taking advantage of opportunities from student and

faculty travel

Upcoming Supportfor Agents

• Developing on-line training modules for agents• Expanding marketing resources for agent network• Set of tools (videos, graphics, etc.) that all can use• Creating agency-specific marketing plans• Goal of holding an annual on-campus training for

representatives.• Developing communication plan to keep agents

updated and motivated

Agent Management System (UCosmic)

UCosmic is a comprehensive and dynamic data –management system that allows the university to track the breadth of our international activities and agreements. Windows of activity include:

The University of Cincinnati and SUNY launched the UCosmic Consortium in January 2011.

It is an international open –source software consortium open to institutions, foundations, government agencies and independent consultants worldwide.

Agency Management Module

Activity by Foreign Institution

Feeder Institutions

Faculty International Activity

Faculty Degrees Earned Abroad

Education Abroad Programs/Destinations

Corporate International Activity

International Student Organizations

Agent Management Module for UCosmic

The Agent Management Module in UCosmic helps UC manage our relationships with agents. Key functionality include:

Application Management

Agreement Management

Commission Management

Relationship Management – communications, trainings, student histories, etc.

UCosmic Demo: https://www.uc.edu/webapps/ucosmic/

https://www.uc.edu/webapps/ucosmic

Student Success

At the start of fall semester 2012 UC International Services worked with our office of Institutional Research to prepare an assessment of the success/retention of students who matriculated at UC and

were recruited by agency

representatives.

Key Findings

• There is no statistical significance in in the average of GPAs of most agencies. However, some agencies are recruiting more and better students than others.

• There was a statistically significant difference between the average First-Year GPAs and Cumulative GPAs of Agency-Recruited and Non-Agency Recruited students (non-agency students performed slightly better).

• There is a statistically significant difference between Agency-Recruited students and Non-Agency Recruited students in regard to likelihood of success. (Agency-recruited students perform better).

Education agents

Independent research on behalf of the AIRC

November 2011

Tom Baynton,

Research Manager

Strictly copyright © IGI Services 2011 60

Why did you use this agency?

33%

33%

15%

8%

4%7%

Has a good reputation generally

Recommendation by friend

Recommendation by a family member

Recommendation by school/university, e.g. tutor

Offered best value for money

Other

Results - students

This highlights the importance of peers in influencing choice of agency. A third of respondents chose their agency due to recommendation by a friend.

Base number: 136


What services did your agent provide?

Other

Currency conversion and electronic transfer of funds

Airline reservations and other accommodations

Standardized test preparation (TOEFL; IELTS; GRE, GMAT, etc.)

Critique of required essays

Pre-departure orientation on U.S.

Assessment of education credentials

Communication with institutions regarding other processes (housing; scholarships, etc.)

Counseling on identifying the appropriate institution to study

Visa application/interview preparation

Assisting with completion of application for admission

0%10%

20%30%

40%50%

60%70%

80%90%

100%

1%

22%

44%

47%

47%

53%

59%

59%

71%

74%

88%

Results - students

A range of services are used, with the most common being assistance with the applications process for admission.

Base number: 135


The agent was pushy or forceful with me during the application/ enrollment process

The agent reduced my overall costs, e.g. via application fee waivers; money exchange discounts; etc.

The agent provided valuable pre-departure orientation services

The agent provided valuable services for my visa application

The agent described the institution accurately

The agent was well informed about U.S. higher Education?

The agent was knowledgeable about the institutional application processes

The agent reduced the time and effort needed to complete application

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

41%

45%

61%

71%

73%

77%

81%

83%

Please indicate the extent to which you agree or disagree with the following (% agree)

Results - students

Base number: 132


To what extent do you think your agent influenced you when making your choice of higher education institution?

9%

29%

40%

23%I chose to attend my institution solely on the recommendation of the agent

The agent had significant influence on my decision

The agent had some influence on my decision

The agent had no influence at all on my decision

Results - students

Agents are clearly very influential on students’ choice of institution but only 9% claimed to have been solely reliant on the advice of their agent.

Base number: 128


On the whole, do you feel the services you received represented value for the money?

85%

15%

YesNo

Results - students

Base number: 136

The majority feel that the services that they receive represent value for money.


Overall, how satisfied are you with the services of your education agent(s)?

32%

45%

6%

16%

Very satisfiedSatisfiedDissatisfiedVery dissatisfied

Results - students

Base number: 128

The majority are satisfied with the services of their education agents but 16% are very dissatisfied and a further 6% dissatisfied, which is concerning.


Would you recommend the use of education agents (professional representatives) to other international students when applying to U.S. colleges/universities?

83%

11%

6%

Yes, and use the same agent I used

Yes, but use a different agent than I used

No, do not use any agent

Results - students

Base number: 126

Whilst all of the institutions that responded would recommend the use of education agents, 6% of the student respondents would not recommend them.

Slide 67

ResultsUS institutions

How many agencies do you use?


26%

11%

19%

10%

18%

14%

1%

5 or fewer6-1011-1516-20 21-50 More than 50Don't know

Results - institutions

Base number: 72

All responding institutions used agents to recruit international students.Great variation in the number of recruiting agents used by institutions.

When selecting an agent, do you require a formal contract to be signed with your recruiting agents?


92%

7%

1%

Yes NoDon't know


Base number: 72

The vast majority (92%) but not all institutions require a formal contract to be signed when using recruiting agents. However, 7% do not require a contract.

When selecting an agent, do you require AIRC certification?


17%

64%

15%

4%

Require AIRC Certification

Prefer AIRC Certification

Have no policy regarding AIRC certification

Don't know


Base number: 72

Approx. 1 in 6 institutions require AIRC certification, although the majority (64%) state that they prefer agencies to have AIRC certification.

Would you consider moving towards requiring all new agents you select to have AIRC certification?


60%

40%

YesNo


Base number: 60

Of those that did not currently require agents to be AIRC certified, 60% would consider moving towards it being a requirement...



Base number: 21

...but 40% would not.

We have many good agents who are not yet AIRC certified and we would want to

continue working with these organizations.

AIRC certification is not cheap. Probably, not all good agencies may have resources

to go through the certification process.

This is too limiting, especially in markets which have few agents, who are easily

known by us.

Do you measure how satisfied your students are with their use of agents?


24%

59%

17%

YesNoDon't know


Base number: 71

Nearly a quarter of respondents measure how satisfied their students are with their use of agents.

Do you pay the recruiting agents for their services?


54%40%

6%

Always

Sometimes (depends on cir-cumstances)

Never


Base number: 70

Most institutions pay agents at least sometimes but only 54% pay all the time.

Please indicate how agents are compensated for their services? (multiple choice)


Other

Marketing fee

Flat fee per head basis

Commission based on percentage of paid tuition

0% 10% 20% 30% 40% 50% 60%

6%

15%

41%

52%


Commission based on paid tuition is the most common approach to paying agents (52%) but a ‘flat fee per head’ is also used by 41% of respondents.

Base number: 66

Please indicate the typical percentage of paid tuition that you pay as commission:


1% - 2% 3% - 5% 6% - 9% 10% - 14% 15% - 20% More than 20%0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

0%

10%6%

45%

35%

3%


Commission rates paid are typically between 10% and 20% of paid tuition.

Base number: 31

Please indicate the typical flat fee that you pay per head:


$1 - $500 $501 - $1000 $1001 - $1500 $1501 - $2000 More than $20000%

5%

10%

15%

20%

25%

30%

35%

40%

45%

0%

19%

42%

19% 19%


A typical flat fee per head is between US$1,000 and US$1,500.Note: This is based upon a small respondent base so is not a conclusive result.

Base number: 26

Please indicate the extent to which you agree or disagree with the following statements: (% agree)


Our agents help reduce fraud

Our agents reduce our overall recruiting costs

Our agents send us highly qualified students

Our agents provide valuable pre-departure orientation services

Our agents provide valuable services for visa applications

Our agents are well informed about U.S. higher education

Our agents are knowledgeable about institutional application processes

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

58%

60%

64%

64%

68%

78%

79%


Most respondents agree that their agents are well informed and provide valuable services, e.g. pre-departure information, visa applications.

Base number: 68

Please estimate how often you do each of the following:


Provide internet or student leads to your agents

Host agents on campus for training

Provide student scholarships to top performing agents

Travel to agents to provide in-person training

Provide local language marketing and promotional materials to your agents

Provide training via Skype or other electronic means

Evaluate performance of agents

Produce and distribute a manual for agents

Communicate/update agents on institutional processes/changes

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

5%

8%

8%

17%

23%

24%

29%

33%

50%

11%

18%

5%

18%

17%

17%

31%

14%

32%

25%

42%

17%

39%

27%

23%

20%

17%

15%

12%

17%

8%

6%

9%

12%

5%

14%

3%

48%

15%

64%

20%

24%

24%

15%

23%

Always - 5

4

Sometimes - 3

2

Never - 1


There is relatively good communication between institutions and agents but less emphasis on evaluating the performance of agents (29% always do this).

Base number: 66

On the whole, do you feel the services you receive from your agent(s) represent value for the money?


95%

5%

YesNo


Base number: 65

The vast majority feel that the services that they receive from agents represents value for money.

Overall, how satisfied are you with the services of your education agent(s)?


27%

66%

5%3%

Very satisfiedSatisfiedDissatisfiedVery dissatisfied


Base number: 64

The vast majority are satisfied with the services of their education agents.

Would you recommend the use of education agents (professional representatives) to other U.S. colleges/universities?


89%

11%

Yes, and use the same agent(s)Yes, but use different agent(s)No, do not use agents


Base number: 65

All respondents would recommend the use of education agents to others.

Lessons Learned

Things to Keep in Mind:– Agent management requires a serious commitment and

hidden expenses– University generally gets out what it puts in– Have realistic expectations from agents– Have realistic expectation of ourselves

• Size of the network• Diversity of our agent portfolio• Balance between quality vs. quantity

Lessons Learned Continued

• Hidden cost of training agents and maintaining network

• Develop recruitment materials for agents – perhaps even regional materials

• Agents do not replace need for travel – may actually increase need to travel

Agents Are Not The Only Answer

Need a balanced approach to recruitment– Work with commission-based agents– Institutional Partnerships, such as ELS, foreign

universities and community colleges– Direct high school outreach– EducationUSA– Alumni and traveling students– Direct marketing options

Barrier

• Lacked a university-wide

mechanism to track global

activity

Strategy

• Create UCosmic to manage our global collaborations

Creative Strategies For Overcoming Barriers to

Recruiting Internationally

Email Agent Receives

Email UC Int’l Receives

Commission Management

Contract Management

Barrier• Only accepted TOEFL for

admission

• Did not have an Intensive English Program

• Admissions Process too cumbersome in countries where high school lasts 3 years

Strategy

• Now accept IELTS, PEARSON,

ELS Language Services, degree

from English speaking institutions,

SAT or ACT scores

• Signed a contract to allow ELS

Language Services to provide

Intensive English on a third party

basis

• Not require international students

to submit Middle School documents

Creative Strategies Continued

Creative Strategies ContinuedBarrier

• High costs for out of State tuition too expensive in many markets

Strategy• Implement Global

Scholarship discounting tuition

• Develop 2+2 or 3+1 articulation programs

• Connecting with our regional campuses for pathways

• Create an “International Outreach” scholarship- lesser percentage of out-of-state


Barrier

• Most attractive programs at capacity or extremely competitive

• Tough to place international students in co-ops in certain fields (Aerospace Engineering)

Strategy

• Identify new, coursework-based programs at the graduate level (Meng; Mchem; LLM;)

• Develop internationally based co-op opportunities


• No options for students who do not want a degree (reverse study abroad)

• No data on student satisfaction/dissatisfaction

Strategy

• Establish short-term study abroad programs in specific fields (business, environmental studies, American identity and politics)

• Benchmark the international student experience (International Student Barometer –UC was first to use it in 2005)


Barrier

• Limited staff and resources for extensive travel

• Influx of students at the undergraduate level has demonstrated that our English Proficiency requirement is low in many programs

Strategy

• Engage the entire university in the recruitment strategy –leveraging student/faculty travel

Develop a bridge program for students whose English Proficiency scores met minimum English Proficiency requirements but not optimal requirements


Barrier• No options for students who do not

want a degree (reverse study abroad)

• No data on student satisfaction/dissatisfaction

Strategy• Establish short-term study abroad

programs in specific fields (business, environmental studies, American identity and politics)

• Benchmark the international student experience (International Student Barometer –UC was first to use it in 2005)


• Limited resources to provide the support necessary to sustain a comprehensive International recruitment strategy and provide services to increased numbers or international students

Strategy

• Implemented a Performance-based reinvestment funding model

In 2005, the University of Cincinnati developed it’s first International Strategic Enrollment Plan. In order to fund the Plan, which included creating an International Admissions Office, agreeing to pay commissions to recruiting representatives, and other significant investments, we persuaded campus leadership to adopt a new approach to funding that we refer to as “Performance-Based Reinvestment.”

Named and conceptualized by Mitch Leventhal –former Vice Provost for International Affairs at UC and current Vice Chancellor at SUNY.

Performance-Based Reinvestment

The core principal of Performance –Based Reinvestment is to create a “virtuous circle” that connects new income associated with international student tuition with the resources needed to recruit and manage a larger international student population. It also calls for sharing revenue with other areas like Study Abroad and internationalization of the curriculum.

Fee-payingInternational

Students

CurricularInternational-

ization

Recruitment, marketing and

Global Relationship building

Financial Resources

Study AbroadExpansion

Performance –Based Reinvestment Continued

Performance –Based Reinvestment Continued

• The forecasting model can provide you with the tools needed to make a compelling case. You can demonstrate in concrete numbers how goals and allocations affect each other and the desired outcomes.

• Using this model, you can demonstrate the advantages of redirecting some percentage of incoming international tuition revenue back towards international operations holistically.

Where We Started

• One full time staff member in International Admissions after two years of debate

• No international strategy• No real internationalization experience• Few financial resources• Relied on word of mouth marketing; resulted in grad

students from same countries going in to same programs

• 2,000 international students; 90% graduate

Where UC is Now:International Admissions Office

• Reports to Undergrad Admissions Offices– Director – Asst. Director – Agent Network– Asst. Director – Marketing – Asst. Director – Processing– China Coordinator– A.O. – Processing – Sr. A.O. – Grad Recruitment– Sr. A.O. – Partnerships – Four regional staff (2 China, 1 India, 1 Vietnam)

• Will increase foreign-based staff soon

Changes UC has made in support of our agent network

• Created standard contract and commission rate.• Implemented new Application Fee structure.• Developed our first International Student Prospectus –

currently on fifth version.• Developed a comprehensive Representative Manual –

requires frequent updating. • Conduct regular site visits for training and recruiting at

agent offices and host country coordinators for on-campus training

• Engage the entire university in the recruitment strategy – taking advantage of opportunities from student and faculty travel

Where UC Is Now

• National leader in the agent movement• Actively involved with AIRC• Developing international strategy• Focusing almost as much on support and retention

issues as recruitment and admissions• Developed three international scholarship programs• Opening offices throughout the world• 3,400 international students; 66% graduate

Questions?

Documents

LEAP Virtual Colloquium: developing a comprehensive international recruitment strategy Ron cushing university of cincinnati