Recruitment and Reputation Enabling Strategy

Transcription

1 Recruitment and Reputation Enabling Strategy ) Summary The changes announced in Higher Education (2010) will have far reaching impact; not just in full-time UG marketplace. The government have recently announced some funding support for HEIs for students in PG study and some latitude given to future part-time UG learners, but with stricter UKBA controls for international students coming into the UK, one comes to a common understanding that with the state controlling UK student numbers while simultaneously preaching about student choice, encouraging new entrants into the market, all roads lead to a restrictive market of potential buyers (AAB/ABB excluded) of UK Higher Education at both UG and PG level in UK and Overseas. Matched with an introduction of FECs and potential private providers entering into HE delivery, the marketplace for some time to come will be complicated and even more competitive than ever before. Securing competitive advantage; focused recruitment (direct & indirect) plans aimed at specific segments of each marketplace and robust reputation management will be critical for sustaining core income streams for the University. 2) Context - Current Challenges and Opportunities The challenges to future recruitment come mainly from the impact on government policies but equally from the university s own response to such policies. What becomes clear is that we operate in numerous markets/subject areas, each of which is impacted in some way shape or form. Going forward recruitment and reputation activities need to complement each other (aligned and integrated) and target a segment in each market * as opposed generic plans aimed at a mass audience. Challenges Year on year reduction in Number of UG FT student number allocation Impact of Tuition fees rise; turns off HE engagement with core target market Yr olds in schools/colleges Impact of changes to HE affecting mature learners from engaging in UG FT/PT Impact of new fee structure PGT FT courses Is there a enough potential students within our own region to undertake UG PT study Opportunity Devise marketing and recruitment plans that target uncapped markets for UG/PG market place e.g AAB/ABB, PT UG etc Evaluate and improve scholarships targeting UG FT applicants as part of improving our overall offer and enhancing our student population. Expand School/College liaison activity across a broader region other than just West Midlands Targeted marketing and recruitment plans; focus on bespoke events/activities and make sure conversion becomes part of any campaign to market or recruit Annual review with a focus on remaining competitive. Explore PG scholarships for specific programmes (need to be identified) Ensure student target setting of UG PT programmes is based on market evidence and

2 Is there demand in our immediate recruitment region for a period of next 3 years for PGT programmes In each market do we know enough about each segment; for e.g are the learning needs of mature learners from UG study different from PG study Aligning our internal enquiry management systems to ensure a smooth transition between enquirer>applicant>enrolled student process Understanding the student recruitment life cycle model for each market we serve (awareness/interaction/application/enrolment) Understanding the business to business CPD, UG/PG marketplace for the purposes of recruiting to UG/PG portfolio Government policies on immigration continue to impact on direct student recruitment from OS markets The reputation of city is perceived as quite negative and as such is interrelated to the reputation of the university We need to understand our reputation as held by key stakeholders and develop plans to cater for ever changing perceptions How can we go from a bespoke/individualised system development approach to customer/client management to a more focused/organised/structured approach that contributes to better engagement and ultimately contributes to greater income potential seek alternative delivery modes to ensure the product offer is right for the market it serves Ensure student target setting of PGT FT/PT programmes is based on market evidence; such delivery mode and regional employer led demand Have clearly profiled segments in each marketplace that can inform targeted marketing and recruitment campaigns and product offer Introduce a central enquiry management system across the university that supports conversion and nurturing plans for all the markets we serve. Put in place market orientated communication practices that suit the needs of enquirers Review & integrate the process for UG/PGT-R (FT/PT) enquiry and application management. A map of activities to help planners understand what/where/how and ascertain an annual cycle of market research Review and put in place a robust operational plan for partnership working with FECs and use the principles for this to engage with local regional/overseas businesses partners Develop and market new modes and models of delivery e.g. TNE, distance learning, overseas hub. Work with International Centre and Regional Offices to deliver appropriate targeted marketing campaigns Identify within the University who can drive this key agenda forward: WLV Business Solution Centre, External affairs Committee (DVC External Affairs/VC) Plan/devise a periodic image and perception survey to help the university understand/monitor its reputation with various key stakeholders Develop a specific planned/programme for civic/community engagement plans via External Affairs Committee Bring better customer/consumer management practices (CRM) within existing university student management systems. Identify key standards for those working across frontline contact points, and ensure systems have standardised way of recording and monitoring contact with customers/consumers

3 To ensure that staff within the University are better engaged with recruitment and reputation strategies To capitalise on any online/distance learning opportunities for specific segments in specific markets Integrate the work of the university research community into formal communication/profile campaigns to enhance our public profile and reputation Clear internal communications on shared responsibilities, address the fragmented internal communications framework so it helps staff to be informed and engage with R&R Conduct some market research on subject level demand in the UK and overseas, use the research to develop a 2-3 year strategy on entering into the OL/DL market To develop a formal public communications campaign for the university research culture and promote the value created r being explored for the god of society *UG, PGT, PGR UK and Overseas 3) Vision - Where we want to be in relation to Recruitment & Reputation enabling strategy Ultimately recruitment plans should aim to (where appropriate) grow recruitments levels for the markets we serve and be flexible to changes in demand based on market intelligence. The management of our reputation should focus on ensuring that our various stakeholders know us as: The Opportunity University renowned for its creativity and innovation, developing students and staff who are entrepreneurial, eminently employable and well-connected within a research and professionally informed environment. 4) Mission Overriding purpose of Recruitment and Reputation enabling strategy The overriding purpose of the strategy is to help the university adopt plans now and or in the future that are informed by the needs of the market (specifically certain segments in those markets) and to ensure that the university environment is set up to respond to the needs of those segments..

4 5) Goals What we must do to achieve our vision Create an internal environment that helps to plan and deliver university wide recruitment plans (targets); a) Connect our enquiry systems to our application/business systems and cultivate a culture of customer relationship management; that sets out benchmarks for recording and communicating with potential students b) To develop specific segmentation profiles for the markets we operate in so as to help devise and implement plans (both central and academic school led plans) c) Agree a university wide framework for identifying new markets based on the collection of robust market intelligence d) Have a consistent framework for managing partners in the UK and Overseas that covers; contract, academic development, portfolio management, relationship management, business to business and knowledge transfer management, market intelligence e) Create flexible internal systems (student management) and (business) processes that are able to react quickly and appropriately in support of the changing needs of our marketplace; explore the online/distance learning mode of delivering UG/PG programmes across all our academic schools f) Enhance our Graduate communications programme via Alumni and Development programmes across academic schools, to ensure that graduates can support and engage with the recruitment and reputation plans for each schools and for the university as a whole g) Map the student life cycle journey for the markets segments we are targeting (pre entry, entry, post qualification), align business processes, identify organisational touch/handover points h) Ensure that marketing/recruitment plans are live at the start of each academic year and include working on conversion activities but not just for UG FT applicants i) Our offer is developed and delivered with the market needs at the forefront Become better at managing our reputation from an informed basis; a) To periodically assess our image and perception so it informs our reputation management plans and looks to positively adjust perceptions in the minds of various stakeholders b) Develop a robust Public relations programme which includes incorporates and supplements existing lecture series programmes such as: Leading Lights, School External Lectures series etc. We need this supported by the new External Affairs committee c) Develop a robust internal communications function within the university so that staff are able to fuel self-promotion to external stakeholders d) Bring together the work of the Research community and ensure there is a specific annual profile programme aimed at key stakeholders e) Formalise the process by which the University considers submissions to local/regional/national/global awards, Forward planning and management of this process will ensure better success rates in winning and help the University to subsequently capitalise on PR opportunities

5 6) Resource Implications a) If we are going to segment and target via recruitment and marketing campaigns, we need to be able to resource proportionally the advice and guidance support we offer to specific segments in the UG/PG marketplace. It is recommended that we review the current resource commitment (0.6 fte) to Gateway staff providing individual advice and guidance for potential students from UG/PG markets b) If we are going to commit to market ourselves to various segments (UK/OS) it is recommended that we continue (as in ) to invest in marketing (heavy weight regional) campaigns. But, the investment is reviewed based on performance (on a yearly basis). We establish benchmarks from campaign for Cost per enquiry response, cost per applicant generated etc c) International markets - specifically TNE growth- is seen as key, we need to review the current resource devoted to international marketing management, especially related to the needs of TNE partners who may come to become responsible for in country marketing/recruitment efforts d) We need to have a structured approach to the development of any online/distance learning provision. While this development represents opportunity and the university may not develop a model across all of its portfolio, where it does, it will need investment into systems and processes so that it can maximise recruitment opportunities and contribute to a valuable student experience e) Conversion of UG FT applications has been resourced in Consideration must also be given to other markets; PGT FT/PT applicants, PGR Applicants. It is also recommended that we begin to explore the potential of PGT scholarships scheme, so as to attract students to key PG subject areas for the university. 7) Monitoring and Evaluation The work on recruitment and reputation should be monitored by various bodies/committees/forums to ensure that academics schools reach their stated student numbers targets, and any metrics developed for reputation management. Given the review of Committee structure below is stated broadly who should keep an eye and the two streams of this enabling strategy: Monitoring Stream Committee Other Forums discussion and approval Recruitment External Affairs CMT/Student Recruitment Steering Group/Partnership Collaboration Group/PSRB Reputation External Affairs CMT/OVC/Governors/CSG

6 8) Dependencies and Linkages to other Strategies Stream What do we need to do Link to sub/enabling strategy Recruitment Connect our enquiry/application/business systems Formalise partnership/student recruitment management Grow our PGR Student Numbers Grow our PGT FT/PT student no.s Develop a robust system of market intelligence for TNE/product development (UK & OS) Enhance Alumni links to aid recruitment/employability Develop alternative model of learning (subject to market demand) Online/Distance Learning Wolverhampton Offer Enterprise/Employment/Information Management/Business Improvement Wolverhampton Offer Research Internationalisation/Wolverhampton Offer Internationalisation/Wolverhampton offer/information Management/Business Improvement Enterprise & Employability/Wolverhampton Offer/Internationlisation Wolverhampton offer/internationalisation/learning and Teaching/Finance & Investment Reputation Ascertain image/perception from internal and public stakeholders which will aid in developing position of the university Internal Communications aids self & institutional promotion Use our Research (+ REF results) to promote and enhance our reputation Manage the process by which we can win awards and maximise PR opportunities Research/Internationalisation/Enterprise and Employability/Wolverhampton Offer/Learning and Teaching Research/Learning and Teaching/People/Wolverhampton Offer/Business Improvement/Information management Research/Enterprise and Employability/Internationalisation People

7 9) Key Performance Indicator (KPI) to be reported to the Board of Governors It is envisaged that the main KPIS for the sub strategies that relate to recruitment be considered as part of the KPIs for this document. Specifically though, below represent KPIs of some developments suggested above; Reaching PGT Student no targets Reaching UG FT & PT Student no targets Reaching PGR student no targets KPIs around reputation are difficult to quantify. This document outlines the need to assess/ascertain perceptions held by various stakeholders. It is envisaged, that findings of such an exercise will help to understand and articulate key benchmarks which can be monitored and eventually become KPIs for future reviews/developments. It is generally accepted that positive satisfaction ratings, positive image and perception equals a positive earned reputation. KPIs around satisfaction have already been articulated in other sub-strategies and can be cross referenced in this document. University of Wolverhampton Version: 4 Author: Ashar Ehsan Review Date: Approved Date: Approval by: