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Annual Report University Career Services
2014-2015
UNIVERSITY CAREER SERVICES
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2014–15 Annual Report
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2014–15 Annual Report
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UNIVERSITY CAREER SERVICES
Contents
IV
Organizational Structure
Mission, Vision, and Values Statement
Functions & Responsibilities Summary
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Research & Assessment
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Strategic Plan Accomplishments
Career Knights of Distinction Awards
Issues, Problems, and Challenges
Future Goals and Objectives
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Organizational Structure
Ben Sifuentes-Jáuregui Vice Chancellor for Undergraduate Academic Affairs
June 2015
Paul Hammond Assistant Vice Chancellor for Undergraduate Academic Affairs
Rick Hearin Executive Director
Janet Jones Director of Employer Relations
Wenylla Reid Associate Director for Employer Development Larissa Keller Assistant Director for Recruiting Programs
Toni Berlingieri Administrative Services Coordinator
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Lisa Goddard Recruiting Programs Coordinator
MaryBeth Kimberlin Recruiting Programs Coordinator
2014–15 Annual Report
Jennifer Broyles Director of Career Development & Experiential Education
William Jones Director of Operations & Strategic Initiatives
Kevin Cuskley Managing Director, Road to Wall Street
David Bills Associate Director for Career Development Cedric Headley Assistant Director for Research & Assessment
Michelle St. George Recruiting Programs Coordinator
Barbara Thomson Assistant Director for Technology Applications
Janice Rein Web Services Coordinator
Melissa Blake Assistant Director for Public Relations & Marketing
Larry Worthey Graphic Design Coordinator
Alison Koo Assistant Director for Administrative Services
Toi Tyson Assistant Director for Alumni Engagement & Graduate Programs
Sue Pye Assistant Director for Experiential Education
Scott Borden Career Development Specialist
Monica Bryant Career Development Specialist
Sylvia Cordero Career Development Specialist
Larry Jacobs Career Development Specialist
Melinda O’Mealia Career Development Specialist
Tamara Peters Career Development Specialist
Doug Ricci Career Development Specialist
Joe Scott Career Development Specialist
Andrew Seguel Career Development Specialist
Linda Bagen Business Services Coordinator
Amanda Choo Experiential Education Coordinator
Sharon Fash Administrative Services Coordinator
UNIVERSITY CAREER SERVICES
Mission, Vision, and Values Statement VISION STATEMENT All Rutgers–New Brunswick students will make successful transitions from their academic pursuits to their firstchoice post-graduation destinations based upon a clear understanding of the career development process, competitive credentials, access to a robust employer base, and mastery of contemporary strategies for identifying and securing career options that reflect their unique interests, skills, and aspirations.
CORE VALUES Our core values are at the foundation of all that we strive to do. We value (in no particular order):
MISSION STATEMENT University Career Services is committed to assisting students with making connections between their academic experience and career paths. We provide career-related counseling, resources, and programs to help individuals clarify academic and career goals, establish career plans, develop job-search skills, and make successful career transitions. We build relationships with alumni, employers, and graduate schools to optimize internship, job, and career opportunities while also creating strategic partnerships with campus departments to assist students in developing and articulating co-curricular experiences that will help to ensure they are competitive in their future pursuits.
A COLLABORATIVE APPROACH TO GROWTH We value constructive internal and external feedback. We build mutually beneficial partnerships with a variety of audiences. We see our success as directly correlated with a shared vision and reflective of our shared journey.
A 5-STAR CUSTOMER SERVICE APPROACH We strive to provide the best customer service we can for our student and employer clients. Our students will have access to the best services and our recruiters will be treated in a manner worthy of a top-recruiting program at a flagship, world-class university.
DIVERSITY AND INCLUSION We develop services and resources that address the career development needs of our diverse clientele. From demographic diversity to the inclusion of different ideas, needs, and viewpoints, we value this in all that we do. EXCELLENCE Excellence will be imbued and reflected in all we do, from the relationships we create and nurture with our diverse clientele, to the services, programs, and information we provide, to the manner in which we interact with our colleagues internally and externally. INNOVATION & RELEVANCE In an effort to stay relevant, we embrace innovation. We are not afraid to take risks, and view our audacity to try new things as a strength. We take what we learn from our own experimentation and share it with the community as a whole, with a commitment to continuous improvement of our clientele’s career development experience at Rutgers. We strive to stay relevant for today and ready for tomorrow. INTEGRITY, HONESTY, AND RESPECT We promote an organizational culture that reflects the importance of a workplace that is productive, professional, growth-oriented, and enjoyable for all. SMART OPERATING PRACTICES We embrace the importance of efficiency in this fastpaced environment. We seek a synergistic and intentional approach to our operations. We value thoughtful and timely decisions that are data driven and congruent with sound ethical practices. 2014–15 Annual Report
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Functions & Responsibilities Summary 2014-2015 PROGRAMS & SERVICES University Career Services (UCS) is committed to assisting students with making connections between their academic experience and possible career paths. CAREER ASSISTANCE UCS staff can provide guidance and serve as a valuable resource for students and alumni through a variety of services. These include:
Individual Career Assistance: Our Career Development Specialists are available to assist with a range of career-related issues on an individual basis, such as: choosing a major; developing career plans; looking for a job or internship; and planning for graduate school. Resume Drop-in Hours: Students can meet with a Peer Career Assistant or Career Development Specialist to have a resume reviewed during walk-in hours throughout the week. CAREER INTEREST CLUSTERS UCS uses a new career development model focused on career interests. This allows students to break out of the confines of viewing career opportunities based on majors and opens the door to a larger palette of post-graduation options. Workshops, networking events, and CareerKnight postings are now structured around the career interest clusters. WORKSHOPS & NETWORKING EVENTS Each semester UCS offers a variety of workshops and special events on a variety of topics, including networking, resume writing, interview skills, and more. Numerous networking events and panel discussions are also coordinated.
RECRUITING SERVICES UCS is committed to partnering with employers in meeting their recruitment needs. Services offered include: EMPLOYER NETWORKING & INFORMATION SESSIONS Candidates have the opportunity to learn everything they want to know about a potential employer, while seizing the opportunity to create a positive impression. FAIRS & NETWORKING EVENTS Career & Internship Fairs and special networking events are offered throughout the year. Candidates have the opportunity to meet recruiters and learn about organizations in which they are interested. JOB & INTERNSHIP POSTINGS Employers have the ability to post jobs and internships, receive resumes from candidates, and select potential candidates for follow-up interviews. ON-CAMPUS INTERVIEWING (OCI) Employers select students from a qualified applicant pool while UCS staff assist in the creation of a customized interview schedule at our Career & Interview Center. RECRUITER CONCIERGE SERVICES UCS staff work with employers to assist them in developing recruitment strategies, navigating academic departments through staff liaisons, providing position description reviews, starting an internship program, and providing 5-star recruiting support.
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12%
increase in CareerKnight student/alumni logins
101% increase in FOCUS 2 usage
194% increase in Candid Career Video usage
CAREERKNIGHT This is University Career Services’ career management system and virtual career center. Students and alumni can request appointments with a Career Development Specialist and register for workshops. They can also use the system to apply for jobs and internships and schedule interviews through the On-Campus Interviewing Program. The following tools can also be accessed via CareerKnight: CANDID CAREER VIDEOS Get career advice from industry professionals at any time through these informational videos. Watch interviews and explore your career options. CAREERSHIFT Search, store, and record job listings from every job board out there! Take advantage of these indepth informational tools to gain direct contact information for various organizations. FOCUS 2 Utilize this online tool to make informed career decisions by assessing your skills, interests, and values. GOING GLOBAL Thinking of international employment or learning opportunities? Utilize country and city guides to learn about a variety of options. Information on visas is also included. LIBERAL ARTS JOBS Search entry-level jobs geared toward individuals focusing on liberal arts, fine arts, or humanities through “Current Jobs for Graduates.”
STUDENT-ALUMNI CAREER CONNECTIONS
Access Rutgers alumni who are willing to provide career advice. Search the database by major, job title, employer, and more to learn about their career paths. RESUME BUILDER Develop strong resumes and cover letters by using the Resume Builder module found in CareerKnight. Resume samples and bullet points are also available. VAULT: CAREER INSIDER All that you ever wanted to know about a particular industry can be found here. Learn about the latest industry trends, strategies, and detailed organization information. VIRTUAL MOCK INTERVIEW Would you hire you? Use this virtual mock interviewing service and decide. This is your chance to practice by recording your responses to interview questions, getting feedback, and learning by watching yourself.
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Research & Assessment University Career Services views the use of data to drive effectiveness as an integral protocol acknowledged in our “Smart Operating Practices” core value. The information collected and analyzed also serves as a valuable resource for campus partners. The department utilizes a variety of methods to report on outcomes and dashboard measures illustrated in this annual report.
CAMPUS-WIDE POST-GRADUATION SURVEY The purpose of the survey is to collect information about recent graduates' post-graduation status, employment and graduate school admissions information, and their experiences at Rutgers University–New Brunswick. Data from the survey helps UCS better serve students with their career planning and employment options and is an invaluable resource to our campus partners. A committee led by and comprised of members from each academic school works to ensure that the data collected is useful to all academic partners. Information is collected at the time of graduation and then again six months later. POSITION GAP ANALYSIS An annual position gap analysis is conducted to compare the percentage of employer-designated majors in CareerKnight position postings to the percentage of Rutgers students enrolled in those majors. A second gap analysis compares the percentage of position clusters (e.g., Business & Communications; Arts & Entertainment; Health & STEM; etc.) associated with position listings within CareerKnight to the percentage of students within those chosen career clusters. This information helps UCS to identify areas of improvement related to diversifying our employer base. SATISFACTION SURVEYS Satisfaction surveys are distributed after UCS interactions with students and alumni. The workshop and counseling appointment surveys utilize a reflective pre-test followed by a post-test approach to assessing outcomes. Satisfaction results from career fairs, On-Campus Interviewing Program, and special event surveys also provide insight into what can be done to improve programs.
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SERVICE UTILIZATION MONTHLY REPORTS Weekly counseling as well as monthly recruiting, programming, and online tools tracking data helps UCS to recalibrate marketing efforts for low performing services, determine whether programs and services will be discontinued, as well as reevaluate staff deployment based on need. These reports are shared with the appropriate staff and include longitudinal data comparing the current year to the previous year. Reported information is also included in special reports and presentations throughout the university (e.g., Rutgers Pride Points, Great Things to Know About Rutgers, etc.) STUDENT ADVISORY GROUPS UCS employs the assistance of two student advisory groups— one at the undergraduate level and another comprised of graduate students—to delve deeper into the issues and concerns of the student population. These groups have provided feedback on marketing efforts, new website proposals, recruiting services, counseling resources, and more. The groups were especially helpful with providing substantial feedback on the UCS “Greater Good” proposal that was incorporated into the Rutgers University–New Brunswick strategic plan. UTILIZATION, PREFERENCES, IMPACT, AND PERCEPTIONS ANNUAL UNDERGRADUATE STUDENT SURVEY The UCS Spring 2015 survey of the Rutgers University–New Brunswick undergraduate population was conducted between April 13 and April 30 to obtain information on three areas: (1) service utilization and preferences; (2) marketing impact and awareness; and (3) perceptions. UCS collects this data annually utilizing a two-stage randomized stratified sampling method based on academic class year which allows us to be 95% confident that we can generalize the results of the survey to the entire undergraduate population (±4.7%).
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Strategic Plan Accomplishments 2014-2015 During the summer of 2013, University Career Services developed and began implementing a transitional strategic plan to guide the department over the ensuing three years. The plan, Building Towards the Future, consists of three strategic pillars of excellence: (1) Core Services and Programs; (2) Experiential Education; and (3) Employer Relations, along with various operational critical enablers. The department’s primary goals and objectives to be completed each year are defined by this strategic plan. As in the previous year’s annual report, the 2014-15 document details the progress made toward completing the objectives laid out in the strategic plan. (Numbers are for strategic planning reference purposes)
PILLAR 1: CORE PROGRAMS & SERVICES Goal 1.1: Develop a career interests cluster model organized around industries while maintaining ongoing communication with academic departments. University Career Services continues to implement and expand upon our career interest cluster model. The structure is designed to transform the department from career generalists to industry specialists and move students from a one-step (i.e., “What can I do with a major in _____?”) to a two-step (i.e., “What job functions, industries, and work settings interest me?” followed by “What coursework and hands-on experience would be beneficial?“) approach to career exploration. The six career interest clusters are: • Arts & Entertainment • Business & Communications • Education and Public & Human Services • Food & Agriculture and Environmental & Natural Resources • Health, General Sciences, Technology, Engineering, and Math • Students Still Deciding Year two of the strategic plan saw a number of objectives met: • Cluster-related programs and workshops continue to be popular with students. University Career Services hosted six Career Exploration & Networking (CEN) events around popular career interest areas within each industry-based cluster (two for the Health, General Sciences, Technology, Engineering, & Math 8
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cluster), each comprised of a panel of industry experts followed by a networking social. Average attendance for CEN programs was 73 students. Additionally, an innovative format for the “Interviewing for Medical School” workshop was developed, including an experiential component and the participation of current medical professionals as co-presenters. In order to more accurately mirror an actual job interview within a specific industry, the fall and spring Mock Interview Clinics were revamped utilizing the career interest clusters. Two hundred twelve students were paired with employers based on the student’s career interest and the employer’s industry area. • In preparation for the fall 2015 implementation of cluster-based student field trips to employer sites, the department experimented with a variety of field trip formats. Overall, 62 students participated in various field trips to employer locations, including Madison Square Garden and Goldman Sachs. A full slate of employer visits will be conducted in the fall 2015 semester, each covering an industrybased cluster as part of our new “Campus to Careers” series. • University Career Services continues to work with faculty to integrate the career cluster approach into the
curriculum. Nearly 2,500 transfer students within the Students in Transition Seminars utilized the cluster-based career modules to explore careers and UCS resources. Staff also connected with students through a variety of programs, including the College Support Program, to discuss UCS services and available resources while assigning students to a career counselor based on cluster area of interest. • New career cluster web content was developed which refocused many of the online web information resources into cluster-specific modules. • Resume books were created for employers based on career cluster and graduation dates. • The career cluster model of organizing a career office is also extending to other institutions across the nation. More than 10 other career offices (e.g., University of Michigan, University of Rhode Island, University of Seattle, University of Wisconsin, Virginia Tech, etc.) have reached out to Rutgers to learn more about implementing the model. Over 100 attendees from a variety of colleges and universities participated in standing room-only peer-reviewed presentations at the Easter Association of Colleges & Employers conference
UNIVERSITY CAREER SERVICES
held in Pittsburgh, PA. The National Association of Colleges & Employers has also recognized the forwardthinking approach by featuring the model in the October NACE Spotlight, through an article in the February edition of the NACE Journal, and through an invitation to conduct a national NACE webinar next semester. • Overall, the career cluster objectives have shown some very positive outcomes. Over 96% of students attending cluster-specific workshops now walk away with meaningful next
steps. 94% of students participating in career counseling appointments stated that it was helpful in supporting their career planning. The department has witnessed a 30% increase in applications to employer-posted jobs and internships after the career clusters were integrated into periodic email job blasts. And nearly 30,000 students and recent alumni have identified a career cluster in CareerKnight. This data allows UCS to gain a better picture of the career needs of Rutgers students.
Goal 1.2: Offer comprehensive core educational opportunities grounded in a cyclical 5-stage career decision-making process of self-assessment, exploring majors and careers, gaining experience, considering graduate school, and preparing for the job search. The University Career Services Programming Committee, a crossfunctional committee of UCS staff, continues to utilize data (i.e., career interest, past attendance, and preference data) to develop a comprehensive slate of programs each semester. Overall, the department had a 47% increase in students participating in UCS sponsored career development programs and an increase in requested programs from partners (+76% requests received; +113% student participation). A focus on the five-step career decision-making process remains part of the conversation. Year two of the strategic plan saw a number of objectives met. • UCS created a large-scale undergraduate career conference titled “Mapping Your Career Path”, which attracted 116 students. The conference included eight employer-led workshops centering on many of the career development stages, and a networking dinner with employers and alumni. • The department reshaped the “Choosing a Major” fall and spring workshop series by integrating selfassessments into the 2014-15 Major & Minor Fair coordinated by the School of Arts & Sciences.
• To help students prepare for a mealbased interview, the department transformed what used to be a small Dining Etiquette Dinner into a largescale signature event by coordinating with several campus partners and reaching out to multiple employers as table hosts. As a result, student participation increased by 200% (150 total attendees). Ten employers participated as table hosts and Prudential served as the lead event sponsor with a $2,500 contribution. Increasing the utilization of technology through work with faculty and staff continues to be of great importance in the department’s efforts to reach more students. Highlighted accomplishments include: • Collaborating with campus partners (i.e., OIRT, ITS, SAKAI, DCS) to further promote online resources with faculty and staff. A partnership with the University Libraries was also developed in an effort to share various online tools and add the libraries’ “Testing & Education Reference Center” to UCS student offerings.
WORKSHOPS & PROGRAMS
22% increase in attendance
30,000 students and recent alumni have registered a career cluster
94% COUNSELING
of participants found their session helpful with their career planning
96%
of participants agreed that they have action steps as a result of attending a workshop
• Staff continue to collaborate with faculty to incorporate online tools into course projects.
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Accomplishments / Pillar 1: Core Programs & Services (continued)
Goal 1.3: Increase student career decision-making self-efficacy.
4 out of 5 students agreed on having professional and knowledgeable career counselors
45% decrease in RSVP no-show rates
Student and career development research over many decades asserts that a person’s perceived level of personal self-efficacy can be altered based on the following treatments: performance accomplishments (actually accomplishing tasks related to career decision-making), vicarious learning (knowledge obtained from others who have overcome similar obstacles), and verbal persuasion (act of persuading someone into action). Many of these treatments are utilized throughout our practice. Performance Accomplishment: • With a continued focus on experiential education (e.g., internships, co-ops, student leadership, research, etc.) University Career Services not only provides avenues for students to gain valuable experience, but also works with students to make meaning of these experiences and translate them into winning examples of skill development for interviews and applications. Examples are provided in the Pillar 2 section relating to Experiential Education. • The Mock Interview Clinics provided more than 200 students with an opportunity to practice their interview responses with actual employer volunteers.
4 out of 5 students felt that University Career Services was successful in providing programs that are useful for their career path
• Coordinated the 9th Annual Speed Networking event in collaboration with the Rutgers Alumni Association (RAA) Undergraduate chapter and Office of Student Life. The program taught 170 students how to network while providing on-site support as they interacted with 135 alumni. Vicarious Learning: • University Career Services continues to further embrace the Student-Alumni Career Connections database as a means to connect current students with alumni. This past year, staff developed instructional materials to educate participating mentors and students on best practices for conducting informational interviews.
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• UCS conducted 12 new video interview sessions with alumni for use in the Candid Career system. The number of students accessing this 24-hour informational interview platform has grown by 194%. • This year UCS made significant strides in enhancing the Road to Wall Street Mentoring Program. Using alumni donations, a new Managing Director was hired to oversee this program with hopes of creating a roadmap for future Road to Industry mentoring programs. A total of 185 students applied to this competitive mentoring program and 55 students were accepted. Verbal Persuasion: The department continues to promote students into action via a variety of campaigns. • The fall #RUCompeting marketing campaign utilized an electronic passport program designed to promote our online career development tools. Over 90% of the 882 passport program participants stated that the game introduced them for the first time to the various tools offered by the department. • Additionally, the spring #RUInternshipReady campaign raised student awareness regarding the importance of experiential education to the overall career development process. Some 64% of students reported that our campaigns motivated them to participate in a UCS program or service.
834
drop-in resume critiquing sessions performed by PCAs
UNIVERSITY CAREER SERVICES
Goal 1.4: Group and individual services are accessible and of high quality. University Career Services continues to provide quality group and individual services. The department is still working to chip away at excessive counseling appointment wait times by training paraprofessional staff. We maintain the quality of counseling services through continuous training programs. And our group programming for designated special populations continues to grow in a manner that balances limited time and resources with need. • This past year, our Career Development Specialists provided counseling supervision to seven graduate students on a weekly basis. This included formal counselor training and supervision provided to two graduate interns from Caldwell University and Fairleigh Dickenson University which require that supervisors meet all Council for Accreditation of Counseling and Related Educational Programs (CACREP) and State of New Jersey requirements as mandated by the Division of Consumer Affairs. Overall, graduate students conducted 725 career counseling sessions, with the two graduate interns performing 373 formal appointments with students.
• The department also continued to hire and train 12 undergraduate Peer Career Assistants (PCA) to assist with 834 drop-in sessions during drop-in hours. The PCAs also helped present to all new transfer students in over 80 of the Students in Transition Seminars. • A strengthened partnership with the University Libraries has allowed the department to utilize space within Kilmer Library to conduct trial resume drop-in sessions one afternoon per week, further expanding our counseling accessibility. • In order to ensure that the quality of counseling services is not overtaken by the need to increase quantity, certain measures have been introduced. UCS re-established a working relationship with the Counseling, Alcohol and Psychiatric Services (CAPS) office to mutually benefit from cross-training of staff and interns in providing services to students. A voluntary staff professional development and case review group was established to practitioner issues among the counseling staff. The department continues with the practice of holding a two-day August training clinic for all Peer Career Assistants that is supplemented by continual training throughout the year. In addition,
UCS continues to evaluate delivery of counseling services by benchmarking with other Big 10 institutions with a profile similar to Rutgers University– New Brunswick. Special Populations Year one of the strategic plan called for a realignment of, and refocus on, groups officially designated as special populations in an effort to protect staff from becoming over-subscribed. Highlights from a variety of job search programs for special populations include: • Multicultural Students: UCS spearheaded the inaugural Diversity and Inclusion Career Conference that was attended by 130 students and nearly 40 employers. The conference offered seven workshops that covered issues of diversity in the workplace for various groups (e.g., LGBTQA, ALANA, Women, Students with Disabilities, international employees, Veterans, etc). UCS also collaborated with Center for Latino Arts and Culture, Rutgers Business School, Dress for Success, Burlington Coat Factory, and Men’s Wearhouse to create a “Dress to Impress” program that was attended by 68 students in the fall of 2014.
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Accomplishments / Pillar 1: Core Programs & Services (continued)
• I nternational Students: The U.S. Job Search for International Students event with special presenter Dan Beaudry, a recognized author and consultant, was attended by more than 400 international students. Additionally, in collaboration with GAIA and the Rutgers China Office, UCS developed a series of workshops geared toward students from China that was attended by nearly 200 students. • Graduate Students: In collaboration with the Graduate School– New Brunswick, UCS identified and facilitated the following workshops for graduate students (offered in the fall and spring): Resume/CV Writing for Graduate Students (20 students), Networking On and Offline for Graduate Students (35 students), and Interviewing Skills for Graduate Students (42 students). The department is also collaborating with university representatives on a National Institutes of Health (NIH) grant to assure that the career needs of graduate students in the iJOBS program are being addressed. • Students with Disabilities: In partnership with the Office of Disability Services (ODS), UCS staff conducted 10 triad counseling (including ODS, UCS, and student client) sessions. Training and dialogue sessions between staff within both offices have also continued. Marketing & Communications The marketing of UCS programs and resources to students continues to be a major objective. • Social media was a primary area of focus. A new UCS YouTube channel was established and 24 videos produced. Engagement with the department’s Facebook and Twitter pages have grown by 262% and 164%, respectively.
13% increase in first-year participation in UCS services
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400
+
international students attended our U.S. Job Search event
130
+
students attended our inaugural Diversity and Inclusion Career Conference
UNIVERSITY CAREER SERVICES
• This year the Public Relations & Marketing team has completed 152 design projects and connected with over 7,800 students through 22 promotional marketing programs and outreach efforts. During the spring semester, UCS was asked to write a bi-weekly career advice column for students that was featured in the Daily Targum. • Based on student feedback, the weekly eNewsletter was redesigned resulting in a 36% open rate (Mail Chimp national benchmark rate is 22%). Email continues to be the primary marketing avenue for students to learn about UCS resources and events. Technology Utilization Highlights of technology utilization within University Career Services include: • Overseeing initial use of the LiveStream video system in the Gateway Seminar Room, including the recording of the UCS Career Readiness for English Majors course. • Continuing to ensure that all web pages and online forms are ADA compliant, including the captioning of all UCS YouTube videos. • Managing the integration of more than 4,000 RBHS students into UCS technical systems. • Deploying a variety of video conferencing products for staff to utilize for distance counseling, interviewing, and meetings. • Creating a new Career Fair Mobile Website to assist candidates in navigating our signature career fairs, thus saving UCS $9,000 in printing costs.
262% increase in Facebook Engagement
164% increase in Twitter Engagement
64% of students were motivated to action by a marketing campaign
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PILLAR 2: EXPERIENTIAL EDUCATION
Goal 2.1: Create a university-wide culture for all students, campus partners, and external constituents that embraces experiential education at Rutgers. University Career Services continues to promote internships as a key pathway to post-graduation success.
501
students participated in our RICP program (fall 2014— summer 2015)
• First-year students remain a priority. In an effort to emphasize the importance of internships, initiatives were developed to engage first-year students as early as possible. UCS once again presented to more than 1,000 parents of incoming first-year School of Arts & Sciences students during the Academic Advising and Planning sessions. A major focus of the presentation centered on “experience being the new entry-level requirement” for full-time jobs. This spring, UCS also piloted a new program called “FirstYear Career Friday” appointments where 64 first-year students participated in exclusive counseling sessions to introduce them to career services and the importance of starting early. The sessions also included the introduction of a new 4-Year Career Plan and “Your First 90 Days” materials that focus on experiential education as an important part of the career development process. • Integrating experiential education into the course curriculum is also a strategic objective of UCS. This year a proposal was submitted as part of the Rutgers University–New Brunswick strategic plan that included a focus on experiential education being intentionally incorporated into the student experience. A new career-planning course within the Division of Life Sciences is being developed and modeled after the “Career Readiness for English (Humanities) Majors” course that was piloted this year by UCS.
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Goal 2.2: Educate and equip students with the knowledge of how to obtain meaningful experiences (i.e., internships, research, leadership positions) so they can be competitive in future pursuits. • UCS created the Rutgers University Internship Excellence Awards to recognize outstanding students who performed well at their internship sites. At the end of the semester, the finalists for each category within the Rutgers University Internship Excellence Awards were featured on social media and the community voted on their favorite intern. • February was branded as “internship month.” Throughout the month, promotional activities and internship workshops took place to promote student participation in internships. Tabling, yard signs, a banner on the front page of the UCS website, and social media were utilized to promote internship month. Students were also featured through social media telling their friends how they planned to pursue internships. • University Career Services partnered with the School of Environmental and Biological Sciences to consolidate Symplicity platforms via the Experiential Education module. This created a single point of entry for SEBS students seeking internship opportunities. UCS also filmed new Candid Career videos focused on experiential education and the transfer student experience.
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• UCS also provided content for the new internships.rutgers.edu web portal that includes information on how to earn internship credit and a directory of Rutgers credit-based internship and co-op courses. • UCS coordinated student field trips to employer locations as a gateway to accessing meaningful internship programs. The Madison Square Garden site visit was designed around the MSG internship application process. The MSG visit has also served as a working example for other employers interested in site visits by students. UCS will coordinate five of these field trips, with one dedicated to each career cluster, during the fall 2015 semester.
Goal 2.4: Assist students with unpacking their experiences (i.e., internships, research, leadership positions) to potential recruiters. • UCS continues to help students make meaning of their internship experiences. We added a new section to the Career and Internship Guide entitled, “Gaining Experience: Are You Internship Ready?” in which we illustrate the various ways to include experiential education on a resume. • A new working group has developed resume samples that include experiential education options that will be included in our Resume Builder online tool. And the Career Portfolio module within CareerKnight has been added to the RICP curriculum as a way to help students reflect on their experiences.
number for students who applied for the Internship Excellence Awards
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UNIVERSITY CAREER SERVICES
PILLAR 3: EMPLOYER RELATIONS GOAL 3.1: Diversify the employer base.
University Career Services continues to actively engage in developing and diversifying our employer base. • In our second year of the “Adopted Employers Initiative,” Career Development Specialists aided in outreach efforts to over 70 employers to help them navigate Rutgers and connect to campus resources. Additionally, CDS staff continued developing industry knowledge to enhance their career counseling service delivery. • Using 2013-14 position gap analysis data, UCS developed and implemented a strategy to target organizations not currently utilizing UCS as a source of talent. • Collaborations occurred with members of the Development Office, Alumni Relations and Clubs, and professional networking associations to discuss opportunities for developing new employer relationships. • Several targeted email campaigns were developed in an effort to identify employers seeking special populations such as veterans and women. Additional marketing strategies included print ads, web-based ads in business publications, and sponsorship at a Middlesex County Chamber of Commerce employer event. Nearly 300 New Jersey-based employers were targeted with a direct mail campaign to introduce them to our services. • New employers received a “Welcome Box” containing information about Rutgers. Alumni employer partners were also acknowledged for their efforts relating to the recruitment of Rutgers students.
4,754 new employer contacts added to CareerKnight
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• To support employer development initiatives, graduate and undergraduate student employees were hired to assist with employer prospecting and provide program support for our signature programs. • Employer development site visits included Bloomberg, NSA, Northrop Grumman, Madison Square Garden, iCIMS, Brooklyn Museum, Bookjobs, McCann, Morgan Stanley, Travelers, PepsiCo, Urban Outfitters, Stern & Associates, and UPS. • The department connected with new organizations at the following campus career fairs: RBS, SMLR, NJ Health Care Talent Network, NovaCom, and more. UCS also hosted numerous recruiting strategy sessions with new employers interested in Rutgers talent. • More than 4,750 new employer contacts were added to CareerKnight.
14,000+ job and internship positions posted to CareerKnight
UNIVERSITY CAREER SERVICES
GOAL 3.2: Strengthen and expand existing employer relationships. • Newly launched in January 2015, the Employer-inResidence Program allows employers to serve as “career advisors” to students seeking assistance while giving back to Rutgers and increasing their brand on campus. Employers may opt to conduct resume critiques, mock interviews, or provide informational interviews about their organizations or role. • UCS identified selected employers to bolster their campus brand by participating in such events as our Career Exploration and Networking programs, Diverse Reverse Networking Mixer, Diversity Career Conference, Aresty Research Symposium, and Networking Conference for Women. • The “Knights of the Round Table” sponsorship program was formally launched in July 2014. In its inaugural year, 16 organizations participated to further promote their campus brand while supporting various career development programs and events. This important initiative raised approximately $60,000 in gifts and sponsorships to support University Career Services. The “Guide to Recruiting” brochure was revised to include sponsorship information. • The inaugural Recruiter Training Day was attended by 130 employer representatives in July 2014. The purpose was to provide an overview of recruiting practices at Rutgers, share national recruiting trends data through a keynote presentation by Universum, and help recruiters develop strategies for recruiting special populations (e.g.,veterans, students with disabilities) through a variety of breakout sessions.
$60,000 raised through our employer partners program
• A new e-Newsletter was established and generated each semester to focus on key issues and events geared towards strengthening employer relationships. • The department worked with the School of Pharmacy to streamline their recruiting process, including assisting with their career fair and interview arrangements. • The major investment banks participating in the UCS Road to Wall Street program will continue to be cultivated to ensure that Rutgers students have access to the broad range of career opportunities in this key economic sector.
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UNIVERSITY CAREER SERVICES
Accomplishments / Pillar 3: Employer Relations (continued)
GOAL 3.3: Increase employer use of recruiting programs. • More than 14,000 job and internship postings were added to the CareerKnight system this past year. • A total of 233 unique employers participated in the On-Campus Interview Program (OCI) including 20 in our first ever Education On-Campus Interview Week (20 schools scheduled recruiting dates in May 2015 with 130 interviews conducted). Outside space in the Busch Student Center was used, along with UCS staff offices, to accommodate employer OCI demand during peak weeks. The OCI calendar was also extended through the summer for employers wishing to conduct interviews beyond the customary spring recruiting time frames. • UCS facilitated virtual interviews using Adobe Connect and will continue to explore and expand virtual interviewing options. • Access to the OCI program has been expanded to allow alumni to submit resumes for positions in which they are eligible.
114
number of information sessions hosted this year (not including invite-only sessions)
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• In an effort to increase OCI participation, we are now inviting employers who have posted five or more positions in CareerKnight in the past academic year to consider the on-campus interviewing option. • UCS had a successful year with our newly retooled career fair schedule, which included the Fall Career & Internship Mega Fair (302 organizations), Spring Career & Internship Mega Fair (285 organizations), and NJ Statewide Career & Internship Fair (155 organizations). UCS also coordinated the Graduate, Law, and Health Professions School Fair with 104 admissions offices in attendance. • A total of 104 employer networking and information sessions were coordinated. • More than one-third (36%) of respondents to the 2015 Post-Graduation Survey reported campus recruiting services (i.e., RU Career Fairs, On-Campus Interviewing, RU job posting site) as contributing to their full-time employment status. This represents a 10% and 18% increase over the 2014 and 2013 survey results, respectively.
GOAL 3.4: Enhance faculty and staff knowledge of employment opportunities and recruiting trends, as well as University Career Services’ guidelines/policies regarding employer services delivery. • UCS organized a Faculty Industry Summit that brought together 57 employer representatives, 74 faculty, and 20 staff members to discuss recruitment needs and trends. • The department invited a representative from Rutgers’ Office of the General Counsel to meet with the campus-wide Employer Development Council to extensively discuss NACE guidelines for faculty and staff who are approached by employers for recruiting purposes. Feedback was also requested on the feasibility of creating a universal standard for all staff and faculty to follow. • The UCS technical staff created an online application to allow campus partners to view and filter post-graduation survey data utilizing various reporting tools.
5%
increase in employers attending fairs
37% increase in candidates attending fairs
6%
increase employers participating in OCI
8%
increase in candidate interviews through OCI
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UNIVERSITY CAREER SERVICES
Career Knights of Distinction Awards Dinner The University Career Services inaugural Career Knights of Distinction Awards Dinner was held on April 30 at the Rutgers Inn & Conference Center. The event was designed to honor Rutgers University–New Brunswick top hiring employers, dedicated campus partners, and talented students.
Congratulations to our 2014-2015 Honorees: Top Full-time Hiring Organizations: •O verall Rutgers University–New Brunswick: Johnson & Johnson •E dward J. Bloustein School of Planning and Public Policy: Port Authority of New York and New Jersey
•E rnest Mario School of Pharmacy: CVS Caremark • Graduate School–New Brunswick: Barclays Investment Bank and JP Morgan Chase & Co. (tie) •G raduate School of Education: Long Branch Board of Education •R utgers Business School–New Brunswick Campus: PricewaterhouseCoopers •S chool of Arts and Sciences: Verizon • School of Communication and Information: Johnson & Johnson •S chool of Engineering: Lockheed Martin • School of Environmental and Biological Sciences: Memorial Sloan Kettering Cancer Center, ScribeAmerica, and Walgreens (tie) •S chool of Management and Labor Relations: NJ Department of Environmental Protection •S chool of Social Work: Division of Child Protection & Permanency, New Horizon Treatment Services, and Princeton House Behavioral Health (tie)
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UNIVERSITY CAREER SERVICES
Congratulations to our 2014-2015 Honorees:
Employer Partner of the Year
Employer Volunteer of the Year
Campus Partners of the Year
Career Mentor of the Year Award
Michael Beals
Vice Dean for Undergraduate Education, School of Arts & Sciences
Andrew Mudrak
Lead Application Developer, Information Technology Services
Henrik Pederson
Ryan Bissonnette
Assoc. Dean for Lifelong Learning and Professional Education, School of Engineering
Assistant Director for Leadership and Training, Division of Student Affairs
Internship Excellence Award Finalists
Olivia Austin
Michael Dirla
CBS News
Rachael Houston
UBS
Shiri Nawrocki
Colgate-Palmolive Company
Bonnie Brae
Shiffa Rizki Alcoa Inc
Karen Kwiatek
The Centers for Global Advancement and International Affairs
Alec Roth
Rutgers EcoComplex
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UNIVERSITY CAREER SERVICES
Issues, Problems, and Challenges 2014-2015 The 2014-15 academic year was uniformly successful for University Career Services. Services and programs were fully subscribed throughout the year and all three of the department’s Career Fairs were filled to capacity. The strategic plan launched in 2013-14 established a firm foundation for substantial build-out this past year. In preparing for 2015-16, it will be important to continue our current trajectory and at the same time to focus once again on a careful process of strategic planning that will guide the department through the remainder of this decade. A number of issues and challenges must be addressed if UCS is to fulfill its mission of assuring that Rutgers students make successful transitions to their respective career paths. Chief among these is how to deploy UCS staff in a manner that assures optimal service delivery to the greatest number of students possible. Our student-to-counselor ratio remains stubbornly high, and there is a limit to how much technological solutions can ameliorate this issue. To
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be sure, however, UCS must continue its ongoing efforts to identify, acquire, and incorporate the latest technologies to support the career development of Rutgers students. A continuing challenge revolves around how best to scale our educational program in order to maximize instructional delivery. Clearly, there are technological tools that will provide this pathway; however, the very nature of our enterprise requires a degree of customization that reflects the uniquely individual career journeys upon which our students are embarking. Yet another challenge for UCS is how to best harness the tremendous asset represented by our vast network of alumni. Once again, the matter comes down to deciding the best ways to deploy UCS staff to take advantage of the support and assistance readily available from alumni volunteers. Our current Road to Wall Street initiative may well serve as a prototype for broader replication. In the meantime, collegial relationships have been cultivated with our counterparts in Alumni Relations, and 2015-16 should
see the emergence of a collaborative approach to both engaging and serving alumni. While UCS has made significant strides in integrating experiential education into the academic fabric of the University, particularly through the Rutgers Internship in Co-op Program (RICP), the prevailing culture is extremely slow to change. Nonetheless, there seems to be a growing acceptance among the faculty in the value of experiential learning within the overall context of the educational experience. Finally, major progress has been made in our overall Employer Relations program, particularly with our philosophical and operational emphasis on providing “5-star Customer Service.” We expect that our signature career fairs will continue to fill to capacity. However, our On-Campus Interviewing Program has considerable room for growth, especially during the spring semester.
UNIVERSITY CAREER SERVICES
Future Goals & Objectives The overriding goal of University Career Services in the year ahead is to ensure a well-balanced, comprehensive array of direct services, educational programs, and supportive resources that ensure Rutgers students will be well-served as they chart their career paths. To this end, UCS will continue to nurture collaborative relationships with key partners both on and off campus among students, faculty, academic leaders, key staff, alumni, and employer partners. A number of key initiatives will emerge throughout 2015-2016. First, alternatives to our current computing infrastructure will be evaluated by an interdepartmental committee to ensure that we are making optimal use of the technologies that support and advance the collegiate career development enterprise. While our current Symplicity-based system is generally reliable, it is becoming dated and cumbersome to manage. There are likely more advanced vendors now operating in this space that may offer a more economical and more streamlined alternative than our current system permits. Second, and closely related to the search for a new technology platform, we intend to completely revamp our web-presence and web-based tools to ensure our broad clientele benefits from the online efficiencies we are able to make available to them. In keeping with one of the objectives of the Rutgers University–New Brunswick strategic plan relative to creating a single point of entry for employers who wish to hire our interns and graduates, we intend to develop technological protocols and resources that optimize service delivery from UCS to the respective Schools and, in turn, to the students and employers that Rutgers broadly serves.
Third, UCS looks forward to its growing partnership with Rutgers’ new Honors College. There are exciting opportunities to develop best-in-class services and programs specifically focused on the unique career development considerations of high achieving students. As is the case with virtually all of UCS’s initiatives, we will be building close ties with our counterparts and colleagues in the Honors College to ensure we harness the collective creative energies we invest in this seminal program. These initiatives may well evolve into a template for potentially broader application throughout Rutgers–New Brunswick. Fourth, it is past time that the unique career-related needs of our large—and growing—population of international students are comprehensively addressed. While the academic landscape at Rutgers is generally welcoming and supportive, our international students frequently face significant challenges in navigating the sometimes hostile realities of the U.S. domestic economy. We will be studying these challenges and recommending salutary responses supported by a specific charge from the Chancellor that will meld the efforts of UCS, the Centers for Global Advancement and International Affairs, the respective Schools, Enrollment Management, and the Rutgers China Office as we create pathways to employment that do not now clearly exist. Finally, as noted previously, strategic planning will once again take center stage as we consolidate the accomplishments of the past three years and develop a shared vision for the next four years. It will be through this collaborative, focused, and deliberate process that we will truly be able to make a unique and significant contribution to transforming the student experience at Rutgers University–New Brunswick. Indeed, there is much work to be done, but we are blessed with an extraordinarily talented and committed staff and with leadership that not only demands our best effort but actively supports it.
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