Career Services in an era of career outcomes accountability

Matt Berndt, Vice President, CSO Research, Inc.

Friday, August 1, 2014 The Woodlands Center

Sam Houston State University

©Matthew Berndt

The “dejobbing” wrought by the global economy has produced the “insecure worker,” including employees who are called temporary, contingent, casual, contract, freelance, part time, external, atypical, adjunct, consultant, and self-employed.

The transformation of the labor force from core workers with permanent jobs to peripheral workers with temporary assignments has already affected nearly half of workers in the United States.

(Kalleberg, 2009)

©Matthew Berndt10/28/2014

Transaction-based Process-based

Administrative Student Development

Reactive Proactive

Stand Alone Involved

PLACEMENT SERVICES CAREER SERVICES

THEN NOW

©Matthew Berndt

Development & Fundraising

Pre-Admission

1st Year

2nd Year

3rdYear

4th Year

Alumni1-10 years

Alumni10+ years

Recruiting & Admission

Learning Outcomes Accountability

Career Outcomes Accountability

Accountability Gap

Advancement Gap

Learning & Career Outcomes Accountability

Making a Difference

Adding value,

not completing tasks

ROI: Learning & Career Outcomes accountability drives services

The career center is not in control

Career center recommends; is value-added coach, connector

Technology facilitates services, employer connections, and advising/coaching

©Matthew Berndt

To serve the Students of 2020, Colleges & Universities need to be thinking about what value they are adding to a student’s learning:

◦ Colleges that attempt to cram their styles down students’ throats on the basis that it is “good for them” may quickly find themselves uncompetitive.

◦ The market is moving away from the traditional mode of disseminating education, but colleges are very slow to understand and adapt to that change.

The College of 2020: Students: Chronicle Research Services. By Martin Van Der Werf and Grant Sabatier, June 2009.

The College Students of 2020

©Matthew Berndt

To serve the Students of 2020, college Career Centers need to be thinking about what value they are adding to a student’s learning:

◦ Career Centers that attempt to cram their style of service down students’ throats on the basis that it is “good for them” may quickly find themselves uncompetitive.

◦ The market is moving away from the traditional mode of career services, but college career centers are very slow to understand and adapt to that change.

Adapted by Matt in 2014.Based on The College of 2020: Students: Chronicle Research Services. By Martin Van Der Werf and Grant

Sabatier, June 2009.

The College Students of 2020 – v. 2

©Matthew Berndt

Transaction-based Process-based

Administrative Student Development

Reactive Proactive

Stand Alone Involved

PLACEMENT SERVICES CAREER SERVICES

THEN NOWComing Soon

Career Outcomes Services

Action Plan-oriented Proactive and intentional exploration

Facilitative Connect the Dots between academic and

experientialCollaborative

Work with students and others to assist, coach, connect

Integrated Learning & Career Outcomes Accountability

Helping answer: “What can I do when I graduate?”

Success measured through career outcomes data

We need to recognize that the most fundamental challenge that career counselors confront is to assist their clients to develop the skills of adaptation and resilience required to negotiate and use productively the fluctuating fortunes of their careers.

(Pryor & Bright, 2011)

Top 5 Career Goals1. To have work/life balance2. To be secure/stable in my

job3. To be dedicated to a

cause or to feel that I am serving a greater good

4. To be competitively or intellectually challenged

5. To be a leader or manager of people

JOB CHARACTERISTICS

The contents and demands of the job, including the learning opportunities provided by the job• Challenging work• Client interaction • Control over my number of working hours – 15%• Flexible working conditions – 28%• High level of responsibility• Opportunities for international travel/relocation• Professional training and development • Secure employment – 49%• Team oriented work• Variety of assignments

EMPLOYER REPUTATION & IMAGEThe attributes of the employer as an organization• Attractive/exciting products and services• Corporate Social Responsibility• Environmental sustainability• Ethical standards - 46%• Fast-growing/entrepreneurial -14%• Financial strength• Innovation – 44%• Inspiring management• Market success• Prestige

(Universum Survey Results 2014)

(Universum Survey Results 2014)

PEOPLE & CULTUREThe social environment and attributes of the work place• A creative and dynamic work environment – 45%• A friendly work environment• Acceptance towards minorities• Enabling me to integrate personal interests in my

schedule – 24%• Interaction with international clients and

colleagues• Leaders who will support my development • Recognizing performance (meritocracy)• Recruiting only the best talent• Respect for its people – 50%• Support for gender equality

REMUNERATION & ADVANCEMENT OPPORTUNITIES

The monetary compensation and other benefits, now and in the future

• Clear path for advancement • Competitive base salary• Competitive benefits• Good reference for future career• High future earnings – 36%• Leadership opportunities – 45%• Overtime pay/compensation• Performance-related bonus• Rapid promotion• Sponsorship of future education

©Matthew Berndt

Larger companies still showing up on some campuses But It’s not just about corporate employment Lot’s of small and mid-sized company jobs Alternative Work vs. Traditional Employment◦ Part-Time, Flextime, Compressed Workweeks, or Comp Time◦ Job-Sharing, Telecommuting◦ Self-Employment - 15.3% and Independent Contracting -7%

(freelancing & consulting)◦ Temporary Services, Internships

Half of presidents say it is appropriate for U.S. government to report data on career and other outcomes of graduates.

Just 13% of Presidents are confident data collected by the government will be accurate.

Many more CEOs say institutions should report various student outcomes than say they actually do.

14

©Matthew Berndt15

http://www.insidehighered.com/news/survey/federalaccountability-and-financial-pressure-survey-presidents

Career Outcomes - A National Priority!Along with:

The Student Right to Know Before You Go Act of 2013 (Rubio-Wyden)

US Department of Ed: Title IV Federal Student Aid Program – Gainful Employment in a Recognized Occupation

NACE First Destination Survey Standards and Protocols

20th Century (Historical) 21st Century (Contemporary)

Corporate/Institutional

Salaried with Benefits

Consistent with the “social contract” for lifetime employment

Traditional Virtual Self-Employment Independence Skills Job Security

©Matthew Berndt

Two Kinds of Workers

Independence of Workers

• NACE Definitions of Employment

©Matthew Berndt

Fortune 500 Traditional Employment

Government | Public Sector Employment

Mid-size and Small Business Employment

Business Start-ups | Entrepreneurs

Start your own business

Commission-driven Careers

Virtual Workplaces

Career “Slashers”

©Matthew Berndt

Working full-time

(employed/self-employed/entrepreneurship/fellowship/internship)

Working part-time

(employed/self-employed/entrepreneurship/fellowship/internship)

Enrolling in additional education

(accepted to a program)

Seeking additional education

(not yet accepted)

Engaged in military service

Engaged in volunteer service

Unemployed and seeking employment

Unemployed and not seeking employment

Source: http://TheOutcomesSurvey.com

©Matthew Berndt

University

Functions

Target Constituents

Prospective Students

CurrentStudents

Alumni ParentsEmployer

sCommunit

yDonor

s

Academic Units

Admissions

Alumni Relations

CareerServices

CorporateRelations

DevelopmentFundraising

Student AffairsStudent Life

©Matthew Berndt

©Matthew Berndt

How effectively does your office currently serve all of your students?

How effectively does your office currently serve all the types of employers AND career opportunity providers who wish to connect with your students?

What do you need to do to adapt to the current marketplace?

©Matthew Berndt

Student Advising

Employer Relationship Development

Your Recruiter Policies and Guidelines

Employer Access to Your Services

Delivery of On-Campus Recruiting Services

Delivery of Other Recruiting Services

Faculty Engagement Activities

Staff Professional Development

Alumni Relations

Outcomes Research (First Destinations Surveys)

©Matthew Berndt