We all have times when our real life impacts our work life, when what is happening to us, or in our families, or to our close friends makes doing the daily grind especially hard. Or we may be fine, but we see our colleagues struggling. We know that we're supposed to be supportive. But what should we do? A directed discussion of being a supportive boss or colleague when those around you are in the middle of burdening occurrences in their lives.
We generally hire student staff for lower level tasks, along with positions that need student to student interactions to succeed. However, how many of us are hiring with the sole purpose of creating the best possible job candidate after graduation? I will go into the step-by-step plan and framework that goes into how I build my student staff program to churn out job-ready Batmans ready to take on Gotham.
Creating the Competitive Edge: Making Student Learning Experiences Valuable for the Job Market (TIE2)
As a student supervisor of a team of six at Kennedy Library, I am challenged not just with providing services to clients and stakeholders, but also carry a moral responsibility for my employed students. Students are essential to my daily work, and indispensable for many large-scale, high-visibility projects. It is important to identify individual students’ needs and goals, as well to recognize current stressors and worries. It is essential to me to provide student assistants with valuable experiences that directly apply to their interests and their future job tasks. To mentor effectively also means to collaborate broadly with colleagues from different disciplines and other colleges in hands-on partnerships. Class assignments, senior projects, and staff collaborations provide opportunities for students to experiment, explore, and broaden their skill sets. To ensure the library project demands are in alignment with students' future job requirements, and to support each student individually, regular check-ins are mandatory. My entire student team meets regularly once a week over lunch, and assigns upcoming projects, reviews tasks and developments and invites constructive feedback for designs and approaches. We also discuss future dreams, possible career options, and potential areas of improvement. Students’ performance is evaluated on a regular basis. My ten rules for an effective student-supervisor relationship, which I will elaborate in my presentation, are: 1. Give pointers and directions, not orders. 2. Teach only what you’re good at. 3. Take students seriously. 4. Talk and sketch together. 5. Listen. 6. Watch. 7. Learn. 8. Experiment. 9. Keep problems away. 10. Have fun! To prove the effectiveness of these simple rules, I will highlight library projects, faculty collaborations, and successful partnerships with examples from Outstanding Student Employees of the Year, Hackathon competitors, and successful graduates.
How to Boil the Ocean (MPD2)
Can anyone go to a meeting without someone saying, “We need a website for this” -- whatever this might be? Do you struggle with defining and adhering to a set of priorities, and find yourself saying “Yes” to every request, even if you don’t know how you’ll ever get it all done? Are you expected to custom build every website no matter how big or small? Does it feel more realistic to boil the ocean than tame your portfolio of work? The Digital Communication team at Washington University in St. Louis is facing all of those challenges, and more. But through a fortunate mix of planning, timing, and good old fashioned luck, we have defined a clear set of priorities and are in the process of transforming our team culture and establishing effective channels for managing our work. Whether your team serves your entire university or a single department, we believe the lessons we’ve learned through our transformation can be applied to meet your own unique needs, and help you boil your ocean of work.
A website redesign can be a daunting proposition. It is a huge investment in time and money and something that you will live with for years to come. Even more importantly, it’s also often your first point of contact with potential students and parents. While there is a tremendous amount of work involved, the reward is a new site that will better meet your business objectives and communicate your institutions’ goals to your target audience, whether that is incoming students, new faculty, or alumni networks. This presentation will walk you through the entire web redesign process from research and planning to launch and post-launch analysis. Emphasis will be placed on understanding when and why to redesign your site. A redesign project is the perfect opportunity to examine your web strategy and how it aligns with the overall organizational strategy. It is also a great time to analyze your current operation approach to the web and how to build a site that is sustainable moving forward. There will also be an emphasis on user-centered design and how to balance user goals with business goals. Everyone wants a user-friendly site, and we will explore how to involve users in all phases of the redesign process, as well as how iterative testing throughout the project will save time and resources. Whether you are redesigning your website in-house or working with an agency, this webinar will provide you with a redesign framework that will streamline the process and position your higher education site for success. What You Will Learn: - The full redesign process from start to finish - How to keep your project on time and on track - How to utilize the experiences with you current site to inform decisions about the new site - How to plan for post launch - The common mistakes with a web redesign project and how to avoid them Who Should Attend: - Chief Marketing Officers - Digital Managers - Web Managers - Marketing and Communications Professions
Last year, one-third of HighEdWeb attendees packed into a session about playing politics. This year, I'll take that talk to the next level. I'll start with a brief review of the principles I discussed last year to get everyone on the same page, and then apply the framework directly to real world situations. What do you do when your boss just doesn't get it? How do you handle that admissions director who thinks they are a web expert, or that guy who thinks he's your boss? What do you do when the right answer is clear as day to you, but you need to rally internal support for it? And the faculty. Oh yes, the faculty. I'll cover all this and more, and teach attendees how to manage their bosses, their peers, and their subordinates more effectively. As with last year, if you attend the presentation you can get a complimentary custom DiSC Profile to help you navigate the human aspects of your job ($50 value!).
I work in Higher Ed, in Wisconsin. We've been in the news and we've been under the microscope, and we know we're not alone. "Slashing budgets." "Cutting to the bone." It's dramatic language for dramatic times, and we are all feeling the pain. I'm on a team that serves the campus community through a decentralized web editing model. We have an uncommon vantage point: We are familiar with the whole campus' web content, and with that we see a broad cross-section of processes, workflows…and problems. Well, I geek on continuous quality improvement (CQI), and lately this has been particularly handy. I'll share some CQI concepts and tools that anyone can use to identify opportunities for improvement (and cost-savings) on campus. • Recognize waste in the system (redundancies, variation, common frustrations, etc.) • Gather and study data about work processes and systems • Make information-based decisions for solutions • Show real results Even if you don't geek on CQI like I do, you can help simplify and streamline day-to-day tasks of colleagues, and you can measure and communicate about how you are easing the burdens of shrinking budgets and growing workloads to strengthen the work of your institution.
The importance of a college website cannot be understated. It is mission critical. Imagine what would happen if your website disappeared tomorrow. Could your campus still function? And as we move from a physical campus to a digital campus, the stakes will be even higher. Despite this landscape, most college websites remain mediocre at best, underfunded, and mismanaged. Part rant, part history lesson, part hope for the future, the .edu Manifesto is a call to action for higher ed to get the web and digital right. Mark will make the case on why the web matters (more than you think) and how to harness the full potential of digital.
Incoming students are the lifeblood of every higher education institution. Yet once the new student has applied and been admitted to our university, we so often nearly drown them with things that they must do, forms they must fill out, and website after website they need to visit before they begin their classes in an upcoming term. At Cedarville University, we tried to address this issue with the creation of a personalized admitted student portal that launched in January 2015 for the fall freshman class. Once a student’s application for admission was processed and the student was admitted to the university, they were invited to join this new portal. This portal was the re-creation of a static list of tasks that we wanted the incoming student to perform. One big problem with the static list was that students would complete the task, but then have no indication that it was completed. They would return to the website and find the same old tasks glaring at them. Mocking them. Come see how we are working to improve the incoming student onboarding and engagement processes. We’ll discuss the problems we were trying to solve, how tasks and announcements are released, the creation of a private Facebook group where students could meet (and how we limited access to it), and how parts of the task list is integrated with other campus systems to provide automatic completion notifications. We’ll even include some pretty graphs and charts for the statistics we collected along the way (and shared with counselors for follow up!), touch on the related communications plan, and give a peek at where we plan to go in the next iteration.
“I done seen better days, but I’m putting up with these.” Rabbit Brown sang those words in the early 1900s, but many of us in higher ed could say the same today. Our schools are going through changes that can give you the blues, if you let ‘em. For most of us, we don’t have a voice in those changes -- we have to pick up the pieces of budget cuts, staffing shortfalls, and leadership turnover, all without succumbing to the fear and pessimism they can bring. I’ve had my own share of unexpected changes in my higher ed career so far: five years, one school, four different organizational structures, five different offices, and nine different bosses. (Yes, really.) I’ll share lessons from my troubled past and teach you how to combine modern systems and tools with wisdom from the old blues masters to be prepared for change, plan for troubled times, and find opportunity in turmoil. No hoodoo or mojo hands required.
It is a truth universally acknowledged that a single-person communications team must be in want of efficiency tips and commiseration. And coffee. Lots of coffee. In an era of declining budgets and expanding duties, many of us alone manage significant portions of the communications efforts at our campuses. While there is value to the flexibility of being responsible for everything yourself, it can be highly stressful and may lead to inefficient multitasking, losing track of tasks, or even worse, burnout. When I get stressed out, I often turn to Jane Austen and her brilliant stories and characters. I’ve found that her classic stories provide valuable life advice that is applicable to those bearing the burden of being a one (wo)man team. Pulling from my experience as the campus-wide media relations and social media expert for a mid-sized public university, I share suggestions for how to work smart, how to get support from others and how to...gasp...say “no” on occasion. Regency attire heartily encouraged.