Annual Report Career Services 2009±2010

Stan Inman, Director August 15, 2010 Page | i

Annual Report Career Services 2009±2010

Introduction and Format This annual report is based on the newly revised 2009 Career Services Strategic Plan (Appendix A). The report is organized around eight 5-year strategic objectives. Each section will summarize the work done over the past year to meet these objectives. Further, each section will identify the one-year goals related to the strategic objectives. The report is a compellation of information and data provided by our entire Career Services team. Program Managers or Committee Chairs have been charged with creating the summary of relevant information and highlighting areas of responsibility for the annual report. I think you will find that that Career Services at the University of Utah has a commitment to excellence in the programs and services we offer. You will find a well-defined strategic plan that is largely built on a committee and team approach. This report is not meant to be an exhaustive illustration of each program or service, but an overall summary of the efforts and initiatives for the past year. We are proud of our efforts to meet our mission and understand that Career Services is an increasingly critical part of the student experience. We believe in, and are committed to, continuous improvement in both the collective and individual practices of our profession. We hope this report will provide you with an understanding and appreciation for the work that Career Services provides to the students and alumni of the University of Utah. Please let us know if you have any questions. Stan Inman Director, Career Services

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Table of Contents

Strategic Objective 1: Manage and grow resources to maximize services.

1

Strategic Objective 2: Increase awareness of career development process.

2

Strategic Objective 3: Develop quality representation of employers with increased global opportunities.

3

Strategic Objective 4: Enhanced use of technology to educate and disseminate career information.

4

Strategic Objective 5: Professional development of staff through training and use of industry best practices.

5

Strategic Objective 6: Increase faculty/department partnerships and campus relationships.

5

Strategic Objective 7: Implement coordinated assessment and research in support of our mission.

8

Strategic Objective 8: Develop programs and resources to make Career Services more accessible and meaningful to underrepresented student populations.

10

Alumni Career Services

10

Marketing Committee Report

11

Student Employment

12

Appendices Appendix A ± Career Services Strategic Plan

i

Appendix B ± Organizational Chart

ii

Appendix C ± Liaison Assignments for Student Affairs

iii

Appendix D ± Staff Contributions

iii

Appendix E ± Current Active Registrants by College

v

Appendix F ± UWorkUWin Winners for 2010

vi

Appendix G ± Development Partners for 2009-2010

vi

Appendix H ± Top Employers

vii

Appendix I ± Interviews, Workshops, and On-Campus Recruiting

viii

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Strategic Objective 1: Manage and grow resources to maximize services. Budget  and  Planning  Process   Throughout the year monthly budget planning meetings are held to review current status of individual ledgers and accounts. The budget team consists of Stan Inman, Director; Dana Sowby, Associate Director; Jim White, Assistant Director; and Carol Yocom, Administrative Assistant. In addition to managing legislative funding, Career Services does have two specific ledgers that are dependent on income and revenue generating programs, events, and partnerships. Each year in conjunction the committee structure, the budget planning team prioritizes funding for projects. The team identifies major expenses, projects, and purchases for the fiscal year. Revenue creation from career fairs, and employer partnerships contribute significantly to funding of professional memberships, conference attendance, employer outreach, and student publications.

Career  Fairs   Each year Career Services manages seven career related fairs. One of the major tenets of our Career Fair Committee is to maximize revenues while maintaining the quality of the events that students and employers have come to expect. Career Fairs make up the largest part of independent revenue each year. We will continue to offer the current complement of fairs and build our budget based on the revenues generated from previous year. While career fairs make up a large portion of independent revenue for career services, we do put most of this revenue back into the fairs in the form of advertising, parking, and catering.

E mployer Partnerships   Employer partnerships have been a continuing source of funding for us, and we have worked hard to attract, maintain and grow employer partners. We currently have a tiered system of partnerships ranging from our Student Employment Partners at $1,200.00 up to our top platinum partnership ($5,000.00). We have consistently had 10 to 12 partners each year, with most of these partners returning each year. Over last year, we added two new Platinum Partners which will help us fund support personnel, outreach and employer development activities. (Appendix G)

Student  Affairs  One-­Time  Funding  and  CF&R     In addition to revenue generating opportunities listed above the budget team identifies other potential sources of funding to help meet needs of the Career Services programs. One significant area of funding has been the one-time funding we receive from Student Affairs Vice Presidents Office. This funding has allowed for the development and publication or our Student Handbook. We received $5000 in funding to help launch our first year publication in 2008-09. We also received funding for the Student Initiatives Grant for the funding of this publication in 2009-10. Capital Improvement funding (CF&R) has also significantly allowed us to upgrade and improve our physical space. We always have a priority list for this type of funding, and it has allowed for a completely redesigned and constructed front desk and reception area in 2009.

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Strategic Objective 2: Increase awareness of career development process. The newly formed (2009) Career Development Committee (CDC) was charged with identifying and implementing career development content for use throughout Career Services programming and services. The 2009 strategic goals for the Career Development Committee were twofold: 1. The first objective was the creation, development, and implementation of a career-planning course. Over the last year the CDC has continued to work on this year one objective. Starting from the initial development of a course for humanities students, the CDC has now successfully developed three distinct courses for students from humanities, social science, and an all majors. The class offerings from the 2009-\HDUZLOOEHH[SDQGHGWRRIIHUDWRWDORIHLJKWVHFWLRQVZLWKDQ³DOO PDMRUV´VHFWLRQWDXJKWWZLFHDVHPHVWHUDOOFRXUVHVDUHKDOI-semester courses). The expansion of a course for social science majors was through collaboration with the College of Social and Behavioral Science and will fulfill an allied course requirement in the students major. 2. The second major objective of the committee was to develop a thorough and complete understanding the career development theory and implement a professional development and training program for the entire Career Services staff. Over the past year this continuing objective has been fulfilled with all career cRXQVHORUVSDUWLFLSDWLQJLQWKH³,QWHQVLYH&DUHHU&RDFKLQJ6HPLQDU´SUHVHQWHGE\WKHD certified trainer from the National Association of Colleges and Employers (NACE). This two-day training created the basic career development and coaching competencies needed bring all staff to a professional practitioner level. Along with this jump-start intensive training, continuing professional development sessions have been conducted by the Program Manager of the CDC. During the last year CDC¶V charge has been further extended to include staff and collaboration from University College and University Counseling Center. Committee objectives have now been expanded not only to create and implement programs within Career Services, but also to examine and assess the feasibility DQGFUHDWLRQRID³&DUHHUDQG0DMRU([SORUDWLRQ&HQWHU´ZKLFKZRXOGKDYHDGHGLFDWHGUROHWRVHUYH undeclared/undecided student populations. Recognizing that the creation of this type of center would have to have institutional rational and support, the role the committee will be to implement a tracking system for students who present as undecided. Finally, a key indicator of progress Career Services has made in this strategic objective area is the inclusion of the 4-stage career development process in student workshops, publications (Student Handbook), classroom presentations, and major specific outreach. Overall, this area is expanding and continuing to develop. There will be additional emphasis placed on continued education and training for staff, and an effort to increase student exposure to career development processes by working with academic advisors, University College, and University administrators.

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Strategic Objective 3: Develop quality representation of employers with increased global opportunities. Career Services has continued to make progress in our goal of developing quality representation of employers recruiting our students. We have continued with our ongoing outreach activities designed to target new employers, while increasing the level of service to our current employers. Here is a list of highlights from the previous academic year. Career Services hosted six Career Fairs this year with representation from 444 national and global employers. Employers included Adobe, Eli Lilly, Microsoft, Proctor & Gamble, and Apple. Coordinated Campus Visit for Obelis, a Belgium based company who offers international internships for students in a variety of majors. Visit included brainstorming session on how to increase participation and included representatives from Study Abroad, Career Services, and the David Eccles School of Business. Information Session for students was attended by 30 students. Outreach trip to visit 40 of the largest construction engineering firms at their annual meeting. This opportunity was by invitation only and allowed us to reach many additional national and global firms. Outreach funded by Civil Engineering Department. Partnership Program brought on Verizon Wireless as a Platinum level partner. Verizon Wireless offers a tremendous amount of global and local opportunities for our students. Ongoing partner employers include: L-3, Williams, Northwestern Mutual Financial Network, Enterprise, Schlumberger, Costco, FedEx, UPS, Vector Marketing, Clearlink, and Progrexion. (Appendix G) Creation of U CareeLink ± Employer E-Newsletter which is sent monthly to approximately 5,000 employers. Newsletter highlights campus recruiting opportunities, University of Utah student news and national recruiting trends. Created Employer Relations office designed to help us provide better service to the employers recruiting at the University of Utah. This office will hold key personnel to centralize scheduling efforts for employers and other amenities designed to make their visit more productive and comfortable. Office will begin serving employers in the Fall 2010 semester. Collaboration with ASUU to create the University of Utah Career Student Ambassador Program. As an Ambassador, students will have the opportunity to meet with businesses in public and private sectors, non-profit organizations, and local government offices to develop new internship opportunities for our students. Our goal is to create 20 new internship opportunities for the Fall 2010 semester.

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Strategic Objective 4: Enhanced use of technology to educate and disseminate career information. Over the past year Career Services has implemented a number of initiatives designed to increase the use of purposeful and strategic technology throughout the office. These initiatives were developed with the hope that they would increase outreach and education of career information to all students at the University of Utah. As the chair of the Career Services Web Committee, our three goals for the 2009-2010 year were: 1. Develop and implement more office generated video and social media to be presented in the department website (http://careers.utah.edu) 2. Review and adapt website menu and scheduling opportunities for students in order to increase accessibility. 3. Move the Career Library catalog from a departmental Excel tracking system to an interactive and accessible online catalog. While components of these goals still remain active, we feel that we have successfully implemented a number of programs and services that meet expectations associated. Specific highlights are as follows: ,QWURGXFWLRQRIWKH³6XSHU-8´YLGHRVHULHVGHYHORSHGE\SHHUPHQWRUVWRSURYLGHKHOSIXOWLSVDQG information about succeeding at one of our Career Fairs. Unveiled new social media, including a University of Utah Career Services-specific YouTube channel, Facebook page, and Twitter account. These programs continue to remain in development and are still being reviewed to assess effectiveness. Collaboration between our Employment Outreach Committee and Paul Dowling in the Marketing Department at the David Eccles School of Business to develop a new marketing video promoting the Career Services Internship Program. This video is currently in the process of being added to the department website and will also be used as a supplemental promotional video during classroom presentations and on-campus outreach. Realigned and upgraded the Career Services website menu and website content in order to be ADA compliant and more accessible for all students at the University of Utah. This also included changing menu options in order to be more intuitive as well as the current development of new sections GHGLFDWHGWR³,QWHUQDWLRQDO([SHULHQFHV´DQG³6WXGHQW&RPPXQLWLHV´ ,PSOHPHQWHGD³5HTXHVWDQ$SSRLQWPHQW´IRUPGHYHORSHGVSHFLILFDOO\IRUVWXGHQWVLQWHUHVWHGLQ quickly contacting their assigned counselor for an appointment. Finalized the transition of over 900+ Career Library catalogs items from a static excel file to an interactive, searchable online database hosted by the Marriott Library. Along with these highlights we continue to provide a robust student and job database, U Careerlink, with new features and opportunities for students. While we are pleased with these upgrades and enhancements, we remain active in researching new opportunities within this database for improved uses, including the potential of text messaging and instant messaging for outreach and coaching. In addition to the potential enhancements to the student and job database, we see the following as areas of opportunity and interest over the next year: Page | 4

The integration of faculty-specific content on our website, including a presentation request form, faculty only database access, and highlighted placement information. Continued assessment and review of new social media including the review of current types utilized in order to continue widespread dissemination of career information through variety of online mediums.

Strategic Objective 5: Professional development of staff through training and use of industry best practices. Professional development activities have been prioritized into our scheduling and budget so as to keep our staff on the cutting edge of new learning. Each month we dedicate our first staff meeting entirely to professional development in addition to reading and conference activities. During the last year we have participated in: NACE Career Coaching Intensive two day statewide training opportunity for counselors Department visits from WKH,QWHUQDWLRQDO&HQWHU'LYHUVLW\2IILFH5LVN0DQDJHPHQW³6KRWV)LUHG´  and University College on mandatory advising Marriott Library database training as well as free graphics and grant writing workshops In-house computer and software training for new Microsoft 2007 products Advising training in weekly staff meetings Hosted multi-campus MBTI training (personality surveys for career development) New initiatives developed from regional and national conferences National webinars from NACE on marketing and social networking Reading ± monthly newsletter and publiFDWLRQV³