International Recruitment and Admissions for English-Taught Degree Programs: the case of Politecnico di Milano, Italy

Transcription

1 International Recruitment and Admissions for English-Taught Degree Programs: the case of Politecnico di Milano, Italy October, 2nd, 2015 Toyo University, Tokyo Dora Longoni Politecnico di Milano

2 Where we are 2 Dora Longoni

3 Facts and Figures Who we are QS World University Rankings 2015 World EU Italy Engineering & Technology World EU Italy STUDENTS PROFESSORS & RESEARCHERS General Ranking ARCHITECTURE 19% of graduated in Italy DESIGN 41% of graduated in Italy ENGINEERING 15% of graduated in Italy 9, , , QS World University Rankings in Engineering and Technology 2015 Politecnico di Milano Score Academic Reputation (40%) 84,0 Employer Reputation (30%) 85,7 Citations per Paper Measures productivity for the last five years (15%) 78,1 H-index Citations (15%) Measures both the number of papers produced and the impact of the published work 84,4 Overall 83,7 3

4 LAUREA (BSc) PROGRAMS LAUREA MAGISTRALE (MSc) PROGRAMS 1 in ENGLISH 36 in ENGLISH (of which 23 taught ONLY in English) PhD PROGRAMS in ENGLISH 0 4

5 the start-up phase In the academic year 2003/04 foreign students enrolled were only 2% mainly in 3-year Bachelor programmes (Lauree) In the same year PhD foreign enrolments reached 8% In 2004 Politecnico di Milano launches an intense internationalisation programme aiming to make POLIMI more attractive for international students Priority is given to attracting international students into 2- year Laurea Magistrale (Master of Science) courses and PhDs 5

6 Benchmarking 2004 and setting objectives a.y. 2004/05 Strategic objectives set for 2011: Increase the number of MSc programs taught in English 10% international students at LM (MSc) level From 12 strategic geographic areas 6

7 The action plan in the start-up phase 7 Creating an educational offer in English at the MSc level: in 2005/06 the first seven LM (MSc) courses taught in English were introduced. Realising the basic conditions and infrastructure for internationalisation The International marketing and promotion office The International admissions office International student services: welcome offices, residence halls, career service, etc. Creation of a Scholarship Programme to attract talented student: initial support from the Institute for Foreign Trade, and local Chambers of Commerce 7

8 OECD data on international students 8

9 Introducing English-taught programs: why? The possibility of attracting international students into Italian-taught programmes was and is very limited 9

10 Rationales for internationalisation Student and staff development International branding and profile Income generation Strategic alliances 10

11 The International Marketing Strategy It is part of the wider strategy of internationalization of the university Developing student competence and promoting the quality of research and education offered in order to enhance international reputation Focus not on numbers but on quality: merit-based selection process strong synergy with International Admissions importance of students retention Merit-based scholarships for talented students 11

12 Scholarships Potentially an extremely effective marketing tool Impact on student decision-making Scholarships can be effective in: - attracting well-qualified applicants - converting offers to registrations Often possible to obtain free publicity for scholarship More effective and attractive than advertising 12

13 Defining target countries and objectives 12 countries/geographical areas as target countries for recruitment Minimum timeframe to achieve objectives in a new market: 2 years Specific Measurable Achievable Result-oriented and Timely objectives: Number of students enrolled in LM from target countries; n. of international students enrolled per academic year; n. of admitted students, n. of applications, ect. 13

14 The admnistrative infrastracture International Marketing and Promotion Office Welcome Desks International Admissions Office 14

15 The International Marketing Office Since 2005, one central International Marketing Office in charge of promoting all LM (MSc) taught in English, and PhD programs as of 2013 No «national» marketing office (no marketing campaigns, no paid adverts in Italy) The International Marketing Office takes decision on activities/investments that need to be undertaken to promote all graduate courses The Int l Marketing office is in charge of the follow-up for all LM programs, i.e. turning enquiries into enrolments 15

16 CRM for the Student Life Cycle PROSPECTIVE STUDENT APPLICANT ADMITTED STUDENT REGISTERED STUDENT ALUMNUS 16

17 The CRM Infrastructure M&R International Admissions Registrar s offce Career Service Alumni prospective student applicants admitted students Preregistered students Current students Internships Placement International chapters Connecting different CRM/EM systems: difficult for large institutions Bridging gaps across different administrative areas 17

18 CRM tools Software for enquiry management (EMS) Dedicated phone line Dedicated Skype account Chat on line/forum Dedicated Staff Social Media 18

19 Direct Marketing channels International Higher Education Fairs Seminars and presentations abroad Online marketing Partnerships Alumni Virtual fairs Agents 19

20 Agents: main role Commercial representatives Possibility to cover a large variety of markets Knowledge of the market they represent and the communication/advertising channels Essential contribution in the follow-up phase Can represent the institution in HE fairs Provide continuous advise to local students 20

21 Agents: contract and values Sign a contract: advice from legal experts Establish fees and/or compensation Establish expectations in terms of behaviours Protect the institution from misbehaviours Share values Make your own policies explicit 21

22 Agents: training Knowledge of the institution and its objectives, constant updates Possibility to visit the represented institution Important investment of time and energy in training agents Agents need to be well informed on institutional rules and policies 22

23 International Since 2005 one central International Admissions Office in charge of evaluating the credentials of all LM (MSc) applicants (and PhD applicants as of 2013) Working in close connection with International Marketing, in the same Service: sharing the same objectives In-house development of an online application and evaluation system for all LM (MSc) international applicants 23

24 International Same requirements and documents for all LM programs Minimum GPA from selected countries Application documents: degree, transcripts, motivation letter, recommendation letters, CV, study programs English language certificate Evaluation in two steps Technical evaluation made by the Int l Admissions Office Academic evaluation and decision on admission made by a committee of professors for each study programme 24

25 International The International admissions office verifies the dossier, taking into account: Results/grades of the student in her/his previous career The validity of the titles achieved and its value in the higher education system to which it belongs Reputation and ranking of the university Language proficiency Academics verify/consider: the content of the courses previously attended the student motivation, CV, and recommendation letters Any other test (i.e. GRE) taken by the student Decide on admission and rank students for merit-based scholarship assignment 25

26 M&R and admissions skills International marketing skills Public speaking, commun. skills Intercultural skills Analytical skills Intercultural skills Customer/ Targetoriented Negotiation skills Customer/ Targetoriented Accuracy International admissions skills 26

27 The Strategic Enrolment Management Funnel Prospects Interested prospects Applicants Admitted students Enrolled students Alumni Yield/Drop-out Return on Investment (ROI) Retention 27

28 International students life: integration and career BUDDIES for assisting int l students before arrival and during the first months of their student life POLIMI students with at least 6 months experience and similar interests 1 Buddy every 2 int l students Focus on cultural integration INTERNATIONAL WELCOME WEEK Focus on Study Plan, meetings with professors in charge of the study program Integration activities and fun INTERNATIONAL CAREER FAIR For companies interested in hiring int l students and for students interested in working abroad 28

29 Start-up phase : results achieved 10% international students in LM (MSc) programs Increase in the number of LM (MSc) programs taught in English (more than doubled) Steps forward: From 2009/10 introduction of differentiated fees for NON-UE students Reduction of the number of int l scholarships offered Implementation of ad hoc initiatives for promoting internship and placement for international students Upgrading of orientation and integration services 29

30 Success factors Strong synergy between marketing/recruitment and admissions One working group sharing the same objectives and aware of their respective roles and responsibilities A tailor-made evaluation systems that reflects the search for academic quality and is consistent with PoliMI reputation, i.e. graduating highly-skilled engineers, architects and designers Continuous sharing of ideas between academics and professionals to improve the evaluation system Building mutual trust and respect 30

31 Responsibilities Roles and tasks should be clearly defined Academic staff, International Deans/Delegates for international affairs: strategies and policies Administration: implementation and process management Synergy and coordination between the faculty and the administration to be guaranteed by the leadership 31

32 POLIMI Vision 2012 A university of international relevance actively participating in networks of excellence pursuing quality research activities as defined by international standards attracting high profile international students in significant numbers at the Master of Science and PhD level with high quality administrative services addressed to both international and national students with a more and more international faculty PoliMI Strategic Plan

33 POLIMI Educational Strategic Objectives Enhancing the attraction of international students: 20-25% at MSc level 30-40% at PhD level International students should perform as well as national students Focus on quality International students should be distributed among all programmes From A.Y. 2014/15 all Master of Science courses will be exclusively offered in English (Phase 3) PoliMI Strategic Plan

34 Teaching only in English at MSc level: first respones Resistance by a small part of the faculty A lawsuit that has now reached the highest level of the juidicial contest: the Constitutional Court Very positive reactions from PoliMI students Benefits in terms of future career clearly perceived Growth in attracting also national students even at the Bachelor level: PoliMI one of the few institutions in Italy whose applicants have grown constantly at all levels in the last years 34

35 The growth of English-taught programs 2005/ / PoliMI LM (MSc) programs taught in English 35 *of which 23 taught ONLY in English Offerta formativa in INGLESE

36 International students International Students in LM (MSc) Programmes 25% 21,6% 20% 17,5% 16,9% 18,9% 15% 13,7% 15,9% 10% 9,0% 10,0% 11,2% 5,5% 5% 1,9% 0% 2004/ / / / / / / / / / /15 36

37 Scholarships for international LM International intake Merit based scholarships Tuition fee waivers Additional scholarships: POLIMI income based scholarships for national and int l students 37

38 A few conclusions Internationalisation at home is a very pervasive process, impacting the entire institution: Deans and program directors Student services and general campus organisation A strong committment from the leadership is needed A very good internal and external communication plan is strongly recommended 38