CASE STUDY REPORT : STUDY ON STUDENT MARKETING AND RECRUITMENT / SCHOOLS LIAISON PRACTISE

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1 CASE STUDY REPORT : STUDY ON STUDENT MARKETING AND RECRUITMENT / SCHOOLS LIAISON PRACTISE Preamble It would appear that the practise of student marketing and recruitment at higher and further education nationally and internationally are under intense pressure to meet their respective institution s enrolment targets. This takes place in a fiercely contested terrain of competing for qualifying students. This contestation takes place amidst an ever declining national senior certificate NSC performance due to the implementation of the new National Senior Certificate (NSC). No doubt most of us will be vying for the most qualifying prospective students. However cognisance should be given to Higher Education Institutions (HEI) as well as Further Education Institutions (FET s) in making some contribution to enhance access to higher education and further education during this phase of declining NSC performance as a result of the teething problems of the new system. This situation is exacerbated by the high rate of inequality due to a fragmented and incoherent former apartheid education system. It is important for all stakeholders to make a meaningful contribution in this regard as the future of our nation is at stake here. Student marketing practise There appears to be a disconnection between National Senior Certificate (NSC) and the requirement of (HEI). Many learners pass their NSC but do not comply with the minimum university entrance requirements. Many HEI have become increasingly sceptical of the new NSC and have opted for additional requirements to access admissibility of students. Many HEI including UCT are currently using the national benchmark tests as an additional instrument in this regard. Whatever the case, this poses a serious challenge for education and if not addressed in time could have far reaching consequences. HEI s, especially, their respective education faculties have a critical role to play to finding lasting solutions to address the disconnection between the secondary and higher education sectors. Whether they take up this challenge remains a challenge. Some HEI like Stellenbosch have dwelled deep into the whole scenario of successful first year experience given this impending disconnect. They have opted to put in place mechanisms; (support for first year s) to 1

2 address this challenge. Some other HEI may be engaged with similar mechanisms to make a contribution. Whether this is enough is another question. This could make for an interesting masters study: i.e. An analysis of HEI contributions towards bridging the GAP between the schools system and higher education; a challenge for Educations Faculties at HEI. In addition to these challenges, student marketing / schools liaison at particularly HEI s and perhaps to some extent FET s as well, are under increased pressure to meet their respective institutional enrolment targets in a fiercely competitive market. It seems that the gap between higher and secondary education is becoming increasingly larger despite attempts to reduce this gap as in the case the attempts by Stellenbosch University. First year students are finding it increasingly difficult to cope with the demands of higher education. Because of these and other challenges, first year dropout rates are on the increase, HEI are struggling to meet their respective throughput demands. To add injury to insult HEI s are being called upon to do more with less as the DHET subsidy is constantly declining. This places additional pressures on student marketing / schools liaison departments to deliver more with less. During budgeting processes, when University s consider trimming down budgets, support services such as marketing and communication student affairs, counselling services, community engagement, etc. are usually the first to be cut. It would appear that the approach of most HEI during budgeting processes is to cut in the areas they consider non-core first. Teaching, Learning, Research and Community Engagement (CE) is usually considered as core functions. However this principle differs from institution to institution as far as community engagement (CE) is concerned. When there is need to cut budgets, most HEI start with support services first; cutting the core functions are usually applied on a last-resort basis. Similar to the approach to CE, it would appear that student marketing / schools liaison is regarded as a support function and in many institutions also the starting point for institutional cuts. However in some institutions the student marketing / schools liaison function is considered core as well as strategically significant, and in these cases avoid being targeted as part of support services during for the process of budget cuts. Given these challenges; the HEI s student marketing / schools liaison landscape calls for increased innovation and new ways of achieving excellence in student marketing / schools liaison. Inevitably, it cannot be business as usual Collectively we have to learn to anticipate and ride the Next Big Wave of Change, rather than trying to hold our breath until this wave passes. We cannot wait for the storm to blow over. We have GOT to learn to work in the rain (Prof Adam Habib DVC Research, Innovation and Advancement; University of Johannesburg. This research project is intended to probe the practice of student marketing and recruitment /schools liaison as a pilot study in an attempt to provide professional support as well as making suggestions and or recommendations for some of the challenges of student marketing /schools liaison. The study is not intended to find one size fits all solutions to the practise of student 2

3 marketing schools liaison, but to identify common trends in the practice of student marketing with in an attempt share experience and expertise and thereby mitigate some of the challenges facing SM / SL. This pilot study is identified against the backdrop of limited research conducted on the practise of SM / SL at tertiary institutions. Whatever the reasons for this gap it must be raised and identified as a gap and a dire need to improve the practise of SM / SL. Moreover, whatever research conducted is done by researches in academic departments and not necessarily by SM / SL practitioners. Any increase in research projects conducted by actual SM / SL practitioners will have the advantage of being enriched by practical experience and thereby making an immense contribution to the body of knowledge of SM / SL. It is hoped that the scope of this pilot study will naturally be enriched, because the questionnaire was focussed on the day to day activities, challenges and operations of the student marketing / schools liaison practice (SM / SL) practice. Limitations Given the scope of the study there may be some aspects of SM /SL adequately covered by the study. There was also some pressure with regards to the circulation of the questionnaires and obviously affected the response rate. The questionnaire also did not make a definitive distinction between the experiences and perceptions at management level and operational levels respectively. The response rate could have been much better but again this illustrates the pressure that SM / SL experiences in their respective institutions. It is perhaps prudent to highlight the need for more in-depth introspection on student marketing and recruitment practice as the study was limited only to a few salient aspects of the practice of SM / SL. Perhaps the next CIEA and or MACE conference can garner more relevant questions and lay a platform for more informed and relevant studies to improve the body of knowledge of the practice of SM / SL. A Total of approximately 50 Questionnaires was distributed and 18 questionnaires were completed and returned. These responses included 9 responses from HEI, 4 from FET s and 5 from Other Institutions. These other institutions include. So the response received covers a healthy balance of institutions across the CEIA membership including FET s. The Other Institutions mentioned above include amongst others NSFAS, Central Admissions Office CAO (KZN), SAPS, and Riana s International Academy. Section One - Salient Observations on Biographical Information The most salient outcomes of the study include amongst other the following: Reporting Lines Reporting lines fluctuates between marketing and brand, advancement, marketing and communication and the Office of the Registrar. These reporting lines cut across DVC and or VC responsibility. About 5% respondents reports directly to the registrar. 3

4 Coining / naming of function There is no consistent coining of the function although the purpose of the function is clear; i.e. marketing and or recruitment of students. 60% of respondents resort under either marketing and communication and or brand; 20% resorts under some form of institutional advancement whilst the remaining 20% is located in corporate communications and marketing, advancement and marketing, client services centre, recruitment advancement and marketing. Inconsistency of coining the term SM The names of the departments fluctuates between marketing department, student marketing, student marketing and recruitment, schools marketing, and schools liaison. Although the role all SM / SL departments at tertiary institutions is clear; i.e. that of the marketing and recruitment of students, the names of the functions differs from institution to institution. Job Titles Although job titles was not necessary probed, the most common titles it fluctuates between student recruitment officer, student marketer, schools liaison officer, student recruiter public relations practitioner and schools marketer. Whatever the titles of these practitioners they all have a common purpose in their respective institutions Career development perspective Of the sample probed, roughly 25% of respondents are currently studying. The study did not probe the actual fields of study but it will be most interesting to probe. That will give an indication of the extent of contributions relating to the SM / SL body of knowledge. It would be interesting to access to what extend current studies is in line with SM / SL or at least closely related, unfortunately this was not the focus of the study. Of these 25% currently studying, their studies cut across the fields of Marketing, Public relations, communications etc. Highest Qualification: At least 1 PhD; about 7 Masters; 8 National Diplomas; 12 Bachelors Degree s; 2 Other. It is most interesting to note that almost 60% of respondents do not have a marketing qualification. It would appear that the respondents gradually climbed the career ladder in their respective institutions. There appears to be a rich level of domain stability once respondents have entered the SM / SL field in their respective institutions. Furthermore, it appears that there is a significant indication of SM / SL practitioners within the higher education sector. When one considers the domains in universities across the spectrum of marketing and communication and or advancement divisions, this loyalty is also quite prevalent amongst the respondents. The role and significance of SMR 60% of respondents felt that their role was taken serious enough by management. 30% felt that their role was not taken serious enough by management. 10% of respondents chose not to respond to this question. The divergent perceptions are indicative of variable levels Institutional significance attached to the practice of student marketing / schools liaison across different 4

5 institutions. Notwithstanding, most of the respondents felt that SM / SL plays a significant role (in not the MOST important role) towards their respective institutions. Section two: Approach to student marketing and recruitment 1. Activity Planning and Involvement: It would appear that the top five activities which student marketers / schools liaison practitioners are involved in terms of planning and participation in include: 1. Grade 12 and 11 Presentations 2. National Career Exhibitions 3. Career Day/s at schools 4. Open Day/s 5. Parent Evenings Grade 9 Subject Choice Evenings, the dropping off marketing material also had a high rate of planning participation rate amongst SM / SL practitioners. Campus tours, Seminars for LO and subject choice teachers, electronic marketing activities, telemarketing campaigns and faculty career days all ranked lower in terms of planning and participation rates. Of these, Faculty career days and telemarketing activities ranked the lowest. Activities Not Involved: A large proportion of respondents ranging from approximately 25% to 35%, were not involved in the following activities; 1. Electronic marketing activities 2. Telemarketing campaigns 3. Faculty career days 4. Seminars / workshops for LO and Subject Teachers 5. Parent evenings Implications There is a high degree of variability of marketing activities which differs from Institution. This could be as a result of different market environmental conditions; i.e. urban verses rural, high schools resources, types of high schools, model c, private etc. There is less focus on telemarketing and electronic marketing activities in institution with a more rural market base. Parent evenings, faculty career days, grade 9 subject choice evenings, is more prevalent in institutions with predominant model c and private schools market base. Grade 9 subject choice evenings for example is more prevalent institutions with more model c and private schools then in township schools. Grade 12 and 11 Presentations, National career exhibitions together 5

6 with Career days at schools, and Open Day/s still ranks as the most important activities SM / SL practitioners plan and are involved in. 2. Meeting Enrolments targets via these activities Just over 60% of respondents felt that they meet their institutional target via these activities; whilst 30% felt that they exceeded their targets and finally 15% felt that did not meet their enrolment targets via these activities. 3. Marketing activities regarded as most effective in reaching institutional enrolment targets Most effective Second most effective Third most effective Forth most effective Fifth most effective Grade 12 and 11 Presentations National Career Exhibitions Open Day/s and Career Day/s at schools Grade 9 Subject choice evenings Campus Tours The ranking for most effective marketing activities are listed above. It would appear that school presentations at schools still ranks as the most effective marketing tool followed by national career exhibitions. Open day/s grade 9 subject choice evenings and campus tours ranked as third, fourth and fifth most effective marketing tools respectively. 4. School Ranking Processes for targeted marketing Most institutions participating in the study use NSC performance and total enrolments from high schools to rank their schools for targeted / general marketing purposes. A lower proportion of respondents use location and language to rank their schools when compared with NSC and total registrations from high schools above. 5. Recognition of SM / SL from top management Although the larger majority felt the SM / SL function receive the appropriate recognition from top management, roughly 65%; the remaining 35% felt that the function of SM / SL did not receive the appropriate recognition from top management in their respective institutions. The reasons respondents cited for lack of recognition include amongst other the following: No formal structure for weekly meetings with department heads for feedback. There isn t yet a strategic focus, though in some instances is done on piece meal by individuals There is no policy yet Lack of support in capacity building, and logistical provisions to function optimally and effectively. 6. Methods of measuring the contribution of SM / SL 6

7 Over 65% of respondents do not measure their respective institutional contributions. However of this 65%, 30% report on a serious of non monetary terms. Only one institution is able to quantify their role in monetary terms. This situation is worrying given the fact that support services such as SM / SL, student affairs, counseling services, etc are amongst the first to be cut during budgetary processes. Although this situation is to be expected given the fact that MOST if not ALL institutions regard teaching, learning and research as their core function s. It is recommended that the SM / SL function gets acquainted with ability to quantify their roles in monetary terms through relevant return on investment techniques. Strategic Planning 7. Intervals for strategic planning 65% of respondents which represents most of the respondents do strategic planning once a year. 10 conducts strategic planning on an ad hoc basis whilst 15% engage in strategic planning twice a year. Whilst a further 10% conduct strategic planning every quarter. Whatever the case is strategic planning plays an important role in SM / SL given the intense and sometimes complex system of reaching the target market. It is clear that schools liaison marketing planning plays a pivotal role in effective SM / SL. 8 Information / mechanisms informing strategic planning Most respondent s uses enrolment figures to inform their SM / SL strategic planning. About 15% commissions their own market research. 9 Impact of strategic planning Most respondents felt that they spend enough time of strategic planning and they assert that they are able to translate their strategic plans into actions and have all the data they need to inform marketing decisions. Career Development 10 Formal training in enrolment management There was an overwhelming response to the need for formal enrolment management training to effectively dispense of the role of SM / SL. All of the respondents regarded formal enrolment management training as crucial to successful student marketing / schools liaison (SM / SL) 11 Level of importance of formal enrolment management training. 80% of respondents ranked formal training in enrolment management as important to very important. 12 Exposure to formal enrolment management training The response to this particular question was extremely worrying. Approximately 70% of respondents did not receive any formal training in enrolment management 7

8 13 Involvement in market research to improve the body of knowledge of SM / SL There is a fair level of involvement in market research, but it would appear this is at a rather informal level. Most SM / SL practitioners are now involved in any formal qualification in any SM / SL arena to improve the body of knowledge of SM / SL. It would appear that most research is conducted by researchers in the academic domain rather than the SM / SL practitioners themselves. More involvement by SM / SL practitioners in research will not only improve the SM SL body of knowledge, but will also significantly enrich SM / SL research by virtue of their direct day to day involvement in the profession. 14 Reasons for Non-Involvement in SM / SL related market research Never done before, as the department has a very few people, most work is outsourced to NGO s. Time constraints First time hearing of SM. Only been in the position once 15 Importance of SM / SL involvement in research to improve the body of knowledge for SM / SL An overwhelming yes to this question. All respondents agreed on the importance for SM / SL s involvement in market research to improve the body of knowledge of the profession. About Information systems 16 Utilisation of HEMIS Database to excess enrolment management data 50% of respondents do not make use of the HEMIS database. 17 Extend of using HEMIS database Again almost 60% makes use of HEMIS database ranging from very small extend to small extend. This is somewhat worrying given the importance of the HEMIS database in enrolment management 18 Use of other Information Systems IS for student marketing planning purposes Fortunately about 60% of respondents do make use of other information systems in their SM / SL role. However what these other system involved was not the focus of the study and therefore not probed. Professional Development 19 Career Exhibitions and Information Association CEIA embracing the entire role of SM / SL Yes / No Although 60% of respondents believe that the title of the CEIA embraces the entire role of student marketing / schools liaison SM / SL, 8

9 The researcher wishes to deepen the conversation / debate at the AGM in based on the following reasons: The name CEIA appear to be referring almost exclusively to career and information services, but the role of a student marketer involves much more that only information dissemination and career exhibitions 20 Facilitation of Professional Development via CEIA and MACE respectively. The following comments were offered by the respondents who respondent to this question: 45% response rate for CEIA and 35% response rate for MACE respectively. CEIA AGM: 45% response rate Answered Invite other Professional Bodies This problem is beyond Student Marketing if the marks or the finances are not good; expect no students to be enrolled. Involvement of all stakeholders Invite Professional bodies like PRISA for information sharing purposes Professional training The association must provide special courses that will equip the members so that they are in touch with the best practice on the market Diversification of activities collaboration in B2B activities community /parent evenings/visits share knowledge and statistics on National and International issues. Identify internal and external trainers and improve internal communication MACE CONGRESS: 35% response rate - Answered Presentations on unique projects initiated from other different Tertiary Institutions Involvement of all stakeholders More recruitment related issues to be discussed at Conference, bests practices in Recruitment on how to use internet as Student recruitment tool. The association must provide special courses that will enhance the professional role of Student Marketing / Schools liaison (SM / SL) I am not a member of MACE but this year I managed to see what they are doing, I am planning to join them because plenary sessions that are developing the members to be equipped with the best practice in the area of their work. 9

10 Conclusions There appears to be a lack of research in on the practice of SM / SL and therefore there is a need for more spade work and research in the field of SM / SL. There is a strong need for enrolment management workshops training for SM / SL practitioners. There is a moderate, but healthy degree of variability of marketing activities which differs from institution to institution. This could be as a result of different market environmental conditions; i.e. urban verses rural, high schools resources, types of high schools, model c, private etc. There is a need for better understanding of institutional strategic priorities and direction amongst practitioners in their different institutions There is less focus on telemarketing and electronic marketing activities in institution with a more rural market base. Grade 12 and 11 Presentations, National career exhibitions together with Career days at schools, and Open Day/s still ranks as the most important activities SM / SL practitioners plan and are involved in. Recommendations Introduce SM / SL return on investment workshop / programmes for SM / SL practitioners to enhance their role as well facilitate their ability to measure their institutional contribution. Maintain professional development programmes, but introduce more regional programmes where feasible. National advocacy for the important role of SM / SL to assist student marketing / schools liaison departments to address challenges within their respective institutions Encourage SM / SL practitioners to enroll for courses / programmes in marketing as far as possible Introduce workshops on enrolment management for those in need as part of continuous professional development Introduce more institutional SM / SL best practice information sharing opportunities as far as possible at CEIA and MACE Congresses Advocacy for more SM / SL practitioners to conduct research in the 10

11 field, which will naturally enrich the body of knowledge of SM / SL Advocate the Implementation of effective internal branding; internal communications is key in any organisation if it is to survive and thrive. It helps employees to understand the organisations vision, mission, values as well as its culture, also keeping employees informed on important decisions made by management. 11