Thursday, December 10, 2009

7 Myths and 5 Realities of Retention


Today’s New York Times (12/10/09) has an article on a new and important study on page A 23. It focuses on the Public Agenda publication With Their Whole Lives Ahead of Them. It exposes four myths under which our colleges and society currently work. The myths are

1) Most students go to college full time. If they leave without a degree it’s because they are bored with their classes and don’t want to work hard.

2) Most college students are supported by their parents and take advantage of a multitude of available loans, scholarships and savings plans.

3) Most students go through meticulous process of choosing their college from an array of alternatives.

4) Students who don’t graduate understand fully the value of a college degree and the consequences and trade-offs of leaving school without one.

These are all important myths to be debunked and they do a pretty good job of doing so.

They do miss two important myths that need to be examined as well

Myth 5) Students are young people who attend during the daytime.

Myth 6) There are actually almost always two colleges in one. There is the daytime school which gets the most attention, support and assistance through the staff, faculty and administrators. Then there is school two which is at night and has almost no attention support, or assistance. If the mass of students which can equal or even exceed daytime population is lucky, there is a part-time “evening director” who most often has a tentative attachment to the institution.

The ignorance of colleges and universities toward College Two is a topic for another discussion which will come soon. Just wanted to get it out there since most every stuffy of colleges fail to include College Two and its students.

The Report With Their Whole Lives Ahead of Them looks at retention and some of the reasons students really leave college. It concludes that the top reason students drop out is the need to work and go to school. The money itself was a concern sure but the larger was find a way to balance work, family an external commitments and school demands. It also sees that the myths above are so prevalent in higher education that it is having trouble making a shift to retain more students. These are important issues to which I wish to add some thoughts from our research.

We concur with most all of the above. We add that 84% of drops occur because colleges are focused on the wrong issues for most students. The report says correctly that 75% of today’s students would be termed nontraditional. They don’t live in a dorm,. They don’t attend full-time; have family incomes above $35,000 and do not have families with college experience and/or support. Colleges are focused on the 25% that fit the “traditional student” image. But they are not even focused enough on them to be honest.

Colleges are not focused enough on students and their success. Okay, that is a generalization but one I will support so when you write and say my college is focused on students first, better have proof starting with a retention to graduation rate of 85% or better with at least 50% of the population non-traditional. And you’d better be able to show me the retention to graduation plan and the people who are hired to retain students as their primary and only focus. I’ll let you all slide on full-time versus adjunct/serfs and moist anything else but graduation rate.

The myths in the report have validity but there is another I need to add.

Myth 7: Students come to college to become better educated. NO. They come to get a job. Just like you and I did. They are there to get to graduation so they can get the diploma that certifies them to employers for a job. That’s it. That’s why they will even take required courses that really have no direct benefit nor are made to seem somehow relevant to them and their lives. They take it because they have to if they want to move ahead. They are realists and here are four of their realities for deciding if staying in college is worth it.

THEY WILL STAY AND TAKE COURSES IF:

REALITY 1: they can perceive a real return on their investment

REALITY 2: they can envision the goal of a job from the college experience.

REALITY 3: they believe the school actually gives a damn about them including their situation.

REALITY 4: the school shows that they really do want to retain them in college.

REALITY 5: the college provides an equal output of emotion and concern for them as they do.

If the five realities are not met, students leave as shown by the chart below.

Money is of course important but our study of 1200 students who had left college showed that money and cost to attend isolated from the five realities is a small slice of the attrition pie. In fact, when we audit a college for academic customer service, we find that colleges that do employ the five realities find students at risk for financial reasons and then help them resolves the money issues whenever possible.

The most important thing colleges can do to retain students and to give a damn about keeping them. As we like to say Deal with the realities! You worked hard to get them; now work on keeping them.

As Hillary Pennington said it so well in segment in the NYT article that is at the head of this piece, we need to be aggressive in working to keep our customers. If they leave us, it’s not just dropping a service like leaving a cell phone company, it’s more like dropping a life, a future. And if you or anyone else at the college does not feel like something huge is lost when a student leaves, you’re in the wrong job.

If this made sense to you, consider obtaining a copy of my best selling new book on retention and academic customer service


AcademicMAPS is the leader in increasing student retention, enrollment and revenue through research training and customer service solutions to colleges, universities and career colleges in the US, Canada, and Europe as well as to businesses that seek to work with them
We increase your success

CALL OR EMAIL TODAY
TO INCREASE YOUR SCHOOL'S RETENTION

www.GreatServiceMatters.com
info@GreatServiceMatters.com
413.219.6939
GET A COPY OF MY NEW BOOK THE POWER OF RETENTION: MORE CUSTOMER SERVICE IN HIGHER EDUCATION by clicking here. Conduct your own campus customer service retention seminars. Discounts on multiple copies of The Power of Retention.

“We had hoped we’d improve our retention by 3% but with the help of Dr. Raisman, we increased it by 5%.” Rachel Albert, Provost, University of Maine-Farmington

“Neal led a retreat that initiated customer service and retention as a real focus for us and gave us a clear plan. Then he followed up with presentations and workshops that kicked us all into high gear. We recommend with no reservations; just success.” Susan Mesheau, Executive Director U First: Integrated Recruitment & Retention University of New Brunswick

“Thank you so much for the wonderful workshop at Lincoln Technical Institute. It served to re-center ideas in a great way. I perceived it to be a morale booster, breath of fresh air, and a burst of passion.” Shelly S, Lincoln Technical Institute



Wednesday, December 02, 2009

Actually Get Closer to Students

After a fantastic dinner on Thanksgiving, I began to ruminate (yes, I used both my bellies). The issue I was working to digest was the desire of students for more meaningful relationships with people at the college. Students want to increase their college experience by adding a dimension that has been lacking on many campuses nowadays. They wish to be more involved with the professors. No, not in that way! In ways like I had opportunity to when I was a charter class (first class in the door) undergrad at UMass-Boston.

The University of Massachusetts in Boston had just opened its doors. It was a brand new adventure in higher education that became an excellent experience. It was great school. So great that after orientation day the week before the start of classes we were told to go home for a week. Classes would start a week late because the building was not finished. (Yes. It’s 15 minutes for a fool professor, 10 minutes for an assoc. professor, 5 for an assistant and a whole week for a building.)

One of the things that made UMass-Boston so great was no one knew any better. It was a new school with some new faculty; some of whom had never taught before. Some had not even been professors or been tainted by the rite de passage called the doctorate. In fact, my first English professor was Dan Wakefield, a wonderful teacher and professional writer but not an academic. He actually got to know us and was concerned that we enjoyed the book a week we read.

He did something really crazy. He invited us over to his apartment to sit and talk about books and writing. Dan did not know that protocol called for him to draw a line between he, an upper caste faculty Brahmin and we casteless students. He could be excused of course since he did not have the academic indoctrination experience. But I also had some other crazed English faculty such as Sean O’Connell who came to my wedding; Marty Finney who with Dan Wakefield called late one Saturday night from MLA to tell me I should be a lawyer and marry a beautiful blonde in my lit class; and Lee Grove of the five hour finals with yellow NECCO wafers glued on the page for a question on images of the sun in American lit who called in a panic asking me to meet him at Harvard Square to find some shoes he could wear at the open house he was holding for students that weekend.

And it was not just the English Department. I have already written in an earlier article and in The Power of Retention about a brilliant and caring math professor Dr. Taffi Tanimoto. If it were not for Dr. Tanimoto I would not have graduated.

All of these teachers reached out to students and connected with them as people who cared and enjoyed connecting with students. And yes, I know they are not alone or this only happened at UMass-Boston and UMass-Amherst where Dr. Robert Creed, the head of Graduate English and I became and remain very close friends.

In fact, during discussions and late night reminiscing at conferences with colleagues and friends, the one issue that will evoke the most positive discussion is the “one person who made college a good experience for you.” This leads inevitably to reminiscences of someone who reached out and made the person feel valued. The faculty member who treated me as a person. The administrator I could go to when things got crazy and I just needed someone to talk to. Or the adult you worked with in the bookstore who invited you to her home for dinner with her family. The stories of human contact outside of the formal roles and positions made school so much better. And for many, the anchor in their experience at the school that kept them there.

So, it is no surprise that when we do a customer service and retention audit at a school, students tell us they would like more out-of-class contact with faculty and others. We strongly agree with them since this is a very important retention and customer service activity that can reap solid positive results. In fact, we suggest that all colleges and universities create ways to bring students, faculty, administrators and staff together in informal and more personal ways.

Bringing Students and Others Together in Ways HR Will be Comfortable

The student request to be able to get together with faculty outside of classes is one that can be easily accomplished perhaps but also one that HR and legal could see as problematic. The problematic aspect can occur, of course, when a faculty member and a student might become involved in an inappropriate relationship. But this can be overcome quite easily by providing opportunities to meet with a faculty member in a group and public space. For example, it could be very possible to set up a program for faculty and students to meet in a back table of the cafeteria or a side room to discuss a topic of interest to both. A literature teacher meeting with students to critically discuss a new book or movie; a science professor talking with interested students on some new scientific discovery that is in the news; an ethics prof discussing the public option in the health care bill or a couple of faculty members leading a discussion on the folklore and reality of vampires, and so on. These could be done informally by a faculty member just getting the word out at the end of class or by making these into a regular brown bag lunch series. It would of course help if the University supplied coffee or food to participants. Food is always a draw for faculty and students.

We further suggest opening these brown bags to being offered by staff and administrators as well. There are many talented and very bright staff for example who have many topics to provide information or how to’s on. The grounds people could be excellent sources of information on growing house plants in your room. There are likely crafts people who would be delighted to be able to teach students and colleagues their craft. And do not rule out intellectual skills that can be used to provide lively discussions between staff and students. By bringing staff and students together through common interests, Monmouth would overcome the barrier that exists when anonymity allows staff to be seen as “just a part of the University”.

Having faculty, staff and students share ideas and work together would increase understanding and empathy between customers and service providers and in so doing improve customer service significantly.

If this made sense to you, consider obtaining a copy of my best selling new book on retention and academic customer service


AcademicMAPS is the leader in increasing student retention, enrollment and revenue through research training and customer service solutions to colleges, universities and career colleges in the US, Canada, and Europe as well as to businesses that seek to work with them
We increase your success

CALL OR EMAIL TODAY
TO INCREASE YOUR SCHOOL'S RETENTION

www.GreatServiceMatters.com
info@GreatServiceMatters.com
413.219.6939
GET A COPY OF MY NEW BOOK THE POWER OF RETENTION: MORE CUSTOMER SERVICE IN HIGHER EDUCATION by clicking here. Conduct your own campus customer service retention seminars. Discounts on multiples copies of The Power of Retention.
“We had hoped we’d improve our retention by 3% but with the help of Dr. Raisman, we increased it by 5%.” Rachel Albert, Provost, University of Maine-Farmington

“Neal led a retreat that initiated customer service and retention as a real focus for us and gave us a clear plan. Then he followed up with presentations and workshops that kicked us all into high gear. We recommend with no reservations; just success.” Susan Mesheau, Executive Director U First: Integrated Recruitment & Retention University of New Brunswick

“Thank you so much for the wonderful workshop at Lincoln Technical Institute. It served to re-center ideas in a great way. I perceived it to be a morale booster, breath of fresh air, and a burst of passion.” Shelly S, Lincoln Technical Institute


Wednesday, November 25, 2009

To Be Grateful


As we thought about all the things we have to be thankful for this year, we realized that we had many blessings. We have had a very busy year helping colleges, universities,career and community colleges as well as major businesses increase student retention and success. We have met thousands of new friends and clients during campus service audits, presentations, training sessions and workshops.

The word on customer service and retention is getting out more strongly than ever. We've had 936 requests for copies of The 15 Principles of Good Academic Customer Service this year. Our new book The Power of Retention:More Customer Service has sold out its first run first which we are all grateful. Another book Customer Service Factors and the Cost of Attrition has sold out completely and is now available only in the digital form. The publisher The Administrative Bookshelf has asked us to update and expand before a new run. Embrace The Oxymoron from way back in 2002 continues to sell well for its publisher. A new three-volume set The Business of Higher Education by Knapp and Siegel has a summative article by Dr. Raisman on academic customer service.

Academic customer service is being embraced by more and more schools so more and more students have an opportunity to succeed. For all of that we are grateful.

But what we are most grateful for are you. The 6518 monthly readers of our blog/zine. For you and all the good people who get copied on our articles and the wonderful people who put the ideas into action THANK YOU.

Monday, November 16, 2009

Thanksgviving Engagement through Personalized Cards Will Increase Retention



Thanksgiving is approaching so it is time to focus even more keenly on retention. This is one of the most problematic times of the year for student retention. When they go home or do not come to class during the holiday break, it is the first time they have had time to sit, reflect and consider whether or not they want to continue at your college or university. It is a time when you can either make sure you stay in their minds and hearts in a positive way, or spin the wheel and take a chance.

Rather than spend a lot of space and words on why Thanksgiving is the first real problems period for retention, I will direct you to an earlier discussion on the topic. Things have not changed much on the rationale. All that has changed is that times are tougher, money is tighter and it is likely you have not been providing all the academic customer service needed to make students feel really good about their investments. Oh yes, you cut back on them. Fewer sections, more adjuncts, cuts in staffing, reduction in services, traded more automation for people, etc. etc. to save money when you should have focused on more customer service and that would have saved students and money.

Don’t know how many times we need to say it but…RETENTION YIELDS INCREASED REVENUES FOR ALL OF A COLLEGE’S NEEDS EVERY SINGLE TIME! Please get the message out to others including the president of the school. Stop cutting and start adding to the budget and people.

Okay, I am slightly off topic here but how is it that so many intelligent people make so many dumb decisions? How is that they try and succeed to make the dumbest cuts they can to make a budget? Where does the money come from? Students, their tuition and for some public assistance based on student headcount. What do we need to keep our students who bring in the revenue in tough times? Increased services to meet their needs and ROI concepts. They feel the financial pinches too as they try to pay tuition which makes the payment feel even greater yielding increased service demands. So what do intelligent people do to keep students who bring in the revenue needed for the budget. Whatever is sure to tick them off and make them unhappier than they could be so they will leave in greater numbers. And push the “get me outahere” gauge into the red zone over Thanksgiving. The first time they have some rest to let it all hit them.

And that’s our segue.

This is the time, right now to get in touch with students and the maintain communication through the rest of the year. With special focus on Thanksgiving. It is extremely important that you are part of the Thanksgiving break. You need to be in the home when Sally or Waldo are from your college or university. You must be kept in a top of mind spot with a positive impression to assure students and parents do not use the break to consider leaving after finals or the year if it already paid for.

How to Keep Top of Mind During Thanksgiving

I just had a knee operation (which is one reason that there was no article last week. That and I spent the past two weeks working on a memoir of four years of deep grief following my son’s death from meningitis. The memoir is not to commemorate my son but provide an honest and at times raw truth of what grief is without any glossing over the truth of it. The real, full truth. If anyone wants to read it so far, let me know). Okay back to the knee operation and how it provides a partial answer. I was home for three days and a greeting card came in the mail. Not from a friend or relative but from the Ohio State Medical Center. It was signed by many of the people who tended to me when I was in the hospital!

They had provided some very good attention and service and now they were coming into my home to say thank you for letting them serve me. This made the hospital experience which was good even better. Yes, that’s right. The surgeon and his staff who actually cut me up did not sign it which would have been better but still… This was a real wow.

I have long been a proponent of sending personalized greeting cards home over the holidays and other critical times. This has been done well by some schools following the how to save students over Thanksgiving seminar last year. One school that did it particularly well over the Christmas break is West Virginia State University. They sent out a beautiful postcard that accomplished the goal and helped engage students and boost retention. You can get some help on how WVSU did it from a great guy there name Danny Cantrell.

Granted sending out personalized cards can be a drain on resources and that means not just money but people tie. But compare the costs to the tuition from one student saved. Or to be even easier to follow. Compare the cost of producing cards for over Thanksgiving and Christmas, Chanukah, Kwanza, economic stimulus through shopping time to the $6420 it costs (on the average) to recruit a replacement for one student who drops out.

To help with saving money, time and labor, the sending of personalized cards can also be outsourced at a very reasonable price. There are times that outsourcing can save money, time and increase service such as these cards, or a book company that takes care of all student books needs and even sends books directly to students such as Ambassador Books or having your website made into a dynamic 2.0 engagement and marketing source through a group like COREacademics. (I have no financial interest or gain from these companies,. They are just good providers that I have been meaning to let you know about.. I do recommend them. More on each at a later date)

There is a company that has over 13,000 card choices that can be personalized to send to students or others with whom you want to increase your engagement. If a school wants to do what West Virginia State did, the cards can be totally personalized with any picture to wish.

All you would have to do is choose the cards you want to send. Or choose a few different cards to be able to target segments by any measure you wish – major, interest, year, etc. Then personalize the message inside the card by typing in a message or even uploading a picture with a message for the inside. Then click and send the personalized card with a mailing list to the company. Within 24 hours, the personal cards are printed and mailed out for you.

It is even possible to send students gifts such as cookies candy and the such with the cards, budget permitting. But imagine if you did send a small gift home for Thanksgiving! The impact of a small gift to eat with Thanksgiving dinner would be huge. It is also possible to have a card insert with a coupon for free coffee, a slice of pizza or the such at the school coffee house or a local business. That way you could also share some of the cost with a local business.

The cost is not at all expensive either. I believe it would save any school using it a great deal of money. To send out a personalized card including postage is $1.42. Postcards can also be sent at $0.49 plus postage. And they do all the work so no one has to work on design, selection, politics of selection, addressing all the envelopes, stamping them, getting them to the post office and all the rest.

I found this to be a valuable way to stay in touch and I think you will too. My contact with SendOut Cards has also authorized me to offer readers and their colleagues an opportunity to try the system. Send out a free card to anyone you want by clicking here. Or just email me and I will get a card to you or anyone you’d like. Anyone.

Again, I get nothing out of this. I just think this is such a great way to increase engagement that I want to pass it on to you. Just click here and go.

BTW, we plan to offer the Thanksgiving seminar this year if there is interest. If you’d like to learn It’ll be sponsored by my publisher The Administrator’s Bookshelf who of course hopes it will sell books. But hey, they put up the money so…. Here’s the blurb from last year.

Thanksgiving is a period during which many students complete their decision to stay or leave your school. Most powerfully, if they are not sure they fit or that the college cares, the comfort of gathering with family and friends will exacerbate any questions of do I want to go back next semester? They are among family and friends where any discomfort, apprehension or concern about your school can be magnified. They compare their feelings to those of friends who say they love their college. Too often, you lose.

But there are some easy, quick and compelling how-to’s Dr. Raisman will share that can help you and your school make students come back from Thanksgiving feeling valued and re-assured they made the right enrollment choice.

If you are interested in the seminar, please let them know by clicking here or emailing at info@adminbookshelf.com


IF THIS ARTICLE MAKES SENSE TO YOU, YOU WILL WANT TO OBTAIN A COPY OF THE BEST-SELLING NEW BOOK ON RETENTION AND ACADEMIC CUSTOMER SERVICE

THE POWER OF RETENTION:

MORE CUSTOMER SERVICE

IN HIGHER EDUCATION

by clicking here


AcademicMAPS is the leader in increasing student retention, enrollment and revenue through research training and academic customer service solutions for colleges, universities and career colleges in the US, Canada, and Europe as well as businesses that seek to work with them

We increase your success
Contact Us Today


The book was great. I was able to finish it (I read it on Wednesday night at church while my son practiced for his Christmas musical). What you’ve done is show how the concept of customer service can be applied successfully in higher education. I’ll definitely be recommending it. Jim Long, Manager of Employment and Training, Human Resources, Point Loma Nazarene University

“We had hoped we’d improve our retention by 3% but with the help of Dr. Raisman, we increased it by 5%.”Rachel Albert, Provost, University of Maine-Farmington

“Neal led a retreat that initiated customer service and retention as a real focus for us and gave us a clear plan. Then he followed up with presentations and workshops that kicked us all into high gear. We recommend with no reservations; just success.”
Susan Mesheau, Executive Director U First: Integrated Recruitment & Retention University of New Brunswick

“Thank you so much for the wonderful workshop at Lincoln Technical Institute. It served to re-center ideas in a great way. I perceived it to be a morale booster, breath of fresh air, and a burst of passion.” Shelly S, Lincoln Technical Institute


Monday, November 02, 2009

Enrollment Increases - Are They Really All That Good ? For Students?

According to a recent report entitled College Enrollment Hits All-Time High, Fueled by Community College Surge by Richard Fry, Senior Research Associate, Pew Research Center colleges had enrolled almost 11.5 million students, or 39.6% of all young adults ages 18 to 24. In 2007, four and two-year colleges enrolled about 11,161,000 students. In 2008 that jumped over 9% to 11,466,00 or around 305,000 more students. And the anecdotal evidence suggests that in 2009, that number has increased another 10%.

Isn’t that great?

Nah. Not really.

Well, not necessarily. As usual we have jumped on the bandwagon of the number enrolled students in the Fall and how many more have started college this year over last. We focus on the incoming numbers at the start of the game. But are not looking where we really need to look. The win-loss column. Graduation.

Higher education is too often like the losing coach of a football team. “We played a great first quarter. Started off well. Put up some numbers but just couldn’t hold them.” The first quarter does not decide the game. The final score does. In football, it is how many time a team puts the ball over the goal line or through the uprights. For a college, it is how many students cross the stage and receive a certificate or diploma.

It does not matter how many start college. It does matter how many finish it. And if you look at our ending scores, it is almost sad that so many people are starting college.

If they start in a four year college, only 50.6% will cross the finish line in six, yes six years. Right, the game is supposed to have four quarters but to try and show some success, we now allow the four quarters/semesters to run for six years before we call the game over. Even so the number is dismal. Only 50.6% will cross the goal line in that extended period.

So with 8,041,000 students enrolled in four year schools, only 4,068,746 may succeed in six years of attendance.

For two-year colleges where the greatest enrollment grown occurred, the number is even worse. According to NCHEMS, the national three-year graduation rate in two-year associate degree colleges was 27.8% in 2007. That percentage is pretty consistent over the years by the way. Or to make sure we all get the full impact,72.2% of all students that started at a two-year college DID NOT GRADUATE !

Considering that the conclusion of the Pew Center study was that almost all the enrollment growth was in two-year colleges, this means that of the 305,000 additional students, if the percentages hold, 220,210 will have dropped out, stopped out, flunked out, failed or whatever phrase one wants to use for not graduated - not succeeded.

Consider that the average community college costs students $6,750 per year including all costs according to the College Board as quoted in the Pew Trust report. The net price to students includes published tuition, fees, room and board minus grant aid. The average Pell Grant according the Federal government was $2,770, That leaves an average net out of pocket cost for community college students of at least $3,980. With books, transportation and miscellaneous costs it easily exceeds $4,000 out-of-pocket. Net cost times the average projected number of drops leads to a collective financial loss of $88,080,000 from these students' attrition.

That’s a big dollar number but it really only represents the lost millions from the current increase in enrollment. It does not speak to the pre-existing base of students which is also going to incur the 72.2% attrition prior to graduation. Students drop out during every term/semester of every year. It is not just a first year phenomena as most school's numbers would have one think. We normally publish the first to second year attrition rate which is why it seems so small in comparison to the reality.

To bring it home with a specific example, I have placed some slides from a presentation at a community college at which I spoke recently. Figures are based on its approximately 35% graduation rate.












So the point here is that it does not matter how many more students are enrolled to begin with if a college is losing 65-72.2% of all of them. Of course, we can all argue that the numbers are wrong. After all, some students come to a college just to try, to taste college and see if it is for them. And others just stay a year, accomplish what they wanted to and leave. Yet others, like Mary Kay took eight years to complete her two year program but she will be done with her bachelor's in just seven. There are numerous anecdotal anomalies and traditional excuses but the research numbers have already encountered and considered them. We should all do the same and not look for excuses but for solutions. The fact is that more students leave college than succeed in it.

In fact, if community colleges continue to lose 72.2% of their initial cohorts over three years and four-year schools lose 49.4% of all their students in six years, it is not necessarily good news at all that more students are starting. It can be seen as quite sad news since so many millions of lives will be hurt through dropping out and failing at college. Moreover, those drops also mean that family wealth and the growth of our economy drops with them. Students who leave college without graduating have absolutely nothing to show for it. Except months or years wasted in pursuit of a better future. Their return on investment is a negative.

Society’s ROI is a negative also. Consider that the Pell Grants of $2,770 for the average community college student and four-year degree students comes out of tax revenue. We are paying out taxes that are being wasted. Think of that the next time you drive by a college. Wasted not by the students but by the schools who accept the students and do not provide the academic customer service that could keep an additional 84% of these drops in school to graduate. Or by schools that suffer from enrollment ethical deficit syndrome and enroll students they know will either not make it, or only succeed with a great deal of assistance but do not provide it because it is too costly.

It is time for us to stop congratulating ourselves on the increased number of students entering college and start celebrating and demanding an increased number of students graduating. It is through crossing the goal line and graduating that students, society and the economy really succeed.If there are any questions you might have after reading this, I will get back as soon as I can but it may be a couple of days after the posting since I am having some knee surgery. Already had my heart cut out when I was a college president.

If this made sense to you, consider obtaining a copy of my best selling new book on retention and academic customer service


AcademicMAPS is the leader in increasing student retention, enrollment and revenue through research training and customer service solutions to colleges, universities and career colleges in the US, Canada, and Europe as well as to businesses that seek to work with them
We increase your success

CALL OR EMAIL TODAY
TO INCREASE YOUR SCHOOL'S RETENTION

www.GreatServiceMatters.com
info@GreatServiceMatters.com
413.219.6939
GET A COPY OF MY NEW BOOK THE POWER OF RETENTION: MORE CUSTOMER SERVICE IN HIGHER EDUCATION by clicking here. Conduct your own campus customer service retention seminars. Discounts on multiples copies of The Power of Retention.
“We had hoped we’d improve our retention by 3% but with the help of Dr. Raisman, we increased it by 5%.” Rachel Albert, Provost, University of Maine-Farmington

“Neal led a retreat that initiated customer service and retention as a real focus for us and gave us a clear plan. Then he followed up with presentations and workshops that kicked us all into high gear. We recommend with no reservations; just success.” Susan Mesheau, Executive Director U First: Integrated Recruitment & Retention University of New Brunswick

“Thank you so much for the wonderful workshop at Lincoln Technical Institute. It served to re-center ideas in a great way. I perceived it to be a morale booster, breath of fresh air, and a burst of passion.” Shelly S, Lincoln Technical Institute






Monday, October 26, 2009

Attendance 2: Putting an Attendance-Based Retention System in Place


Once the school has realized that attendance is one of the most important retention factors and put a required attendance policy in place, then it is time to build the system to support the policy. We don’t want the attendance policy to be simply counting prisoners in the cell block. Nor do we want attendance to just be seen as a negative accounting tool. It is important that a system be in place to use the results of taking attendance.

When I hired Bill Berry* to be the VP of Retention and Graduation Success at Briarcliffe College… Well, actually I was not able to hire him for that position because the powers that be thought that was not an appropriate title. We should not be so obvious that we were focusing on retention after all. So… well, let’s call the position VP for Student Services. So being a compliant type, I…Okay so I was not all that acquiescent. I disagreed since I always felt the title should be an accurate description of the reality. Like Fox News should not be called news but propaganda but that does not read as well. The Fox Propaganda Channel… Does have a ring to it.

Anyhow, the position was so important to student success as well as our own

(retention does lead to increased tuition revenue after all) that I would have let them call the position Melvin to get Bill in place.

Bill came on board as we put the required attendance policy in place. I would like to be able to say that I convinced everyone including faculty of the value an rightness of requiring students to attend but that would be a lie. After months and months of debate at the Faculty Senate which acted a bit like Blue Dog Democrats, we did not have a policy. I had set a deadline for a recommendation and that deadline came and went – twice. So after the second closing date coming and going, I made the decision. Retention was just too important an issue to allow it to be debated to death while students were dropping out or being flunked arbitrarily due to the college not having a clear and supportable attendance policy. So, we put one in place. (This was the royal we I must admit)

The policy allowed students to have no more than three unexcused absences from a class. Following the third absence, the student would fail the course.

The Attendance Support System

It was decided that every class would have a roll call at the beginning. The completed roll call was to be brought to the Student Services (read Rert5entuion) Office immediately at the close of class. This was planned to be made an instant electronic system in which the roll would be on-line and a simple X beside a name would be sent to the Retention Office in real time.

If a student missed a class, the faculty member was to call the student at home to see if there was anything keeping the student from attending. We did ask students to contact the faculty member prior to the class or as soon as possible if he or she was not to be in class for a valid reason which could consist of illness or unavoidable emergency. The faculty member would decide if the emergency was unavoidable and also determine if this was an excused or unexcused absence.

We quickly grew to find which faculty did call the students and which did not. Notes were sent to faculty who did not indicating that the call was part of their responsibility to the students and the school. To the students because if the faculty member found out a student was ill for example, the faculty member and student could make arrangements right then and there to assure one another that the student would get the notes from class lectures or discussion as well as the homework. This way the student could perhaps stay up to date with the class and not lose time and learning.

The school also learned right away if there was a problem with a student so we too could help out. If a student missed classes because of a transportation problem, we could try to find someone close by that the student could care pool with. Or we could develop a public transportation option that would help.

VP President Berry hired three counselors whose jobs would be to stay in contact with students at least once a week for most students and twice or more a week for at risk students. At risk-students were identified as those who had missed two meetings of a class as well as those who were in academic jeopardy, had indicated some concern about staying in school, had financial issues and the such.

VP Berry also met with the most at risk students himself on a regular basis. Students soon came to see Bill and his counselors as those who were always there to help them solve problems, get extra help or just listen when they needed an ear to drop some personal thoughts or concerns into.

The counselors received the lists of students who missed classes so they were able to keep their spreadsheets up-to-date. They did not have to wait until the problem had passed into the red zone to act. They could help students almost immediately. They would pick up the phone and find out what was going on in a student’s life that was keeping him or her from school and do something about it. When for instance they found that there might be a financial issue, they would often go with the student to the business office to see what could be worked out.

The counselors knew their jobs were to keep students in college so they could graduate. That was their primary and secondary mission and purpose.

Immediacy is Important to Attendance Success

When a student misses a class and there is either no sanction or no one seems to miss him or her a strong message is received. If the class is cut and there is no penalty, the student can learn it is easier not to go to class than to go. Staying home and watch TV for a day because he or she just does not feel like going to class can be much more pleasant than sitting in a class one does not enjoy or care about. Watch TV and hey…No problem. No penalty. Well, why not just do this again?

So the student cuts another day. No consequence again. No one seems to care that another class was missed. “I’ll go back the next class.” But when that comes around the student often feels like “Well, I missed two days and no big deal so one more….And besides, I missed some stuff and maybe I’m gonna be too fare behind so… Yuh, I’ll just get the notes from someone and go back after I catch up. I mean no one seems to miss me from there so I guess it’s okay.”

The second lesion is included in the first. No one seems to care. And that is a very dangerous consideration. Especially since the feeling that no one acres about me is the top reason why students drop out, or fade away into the land of attrition. But when a faculty member would call the same day and ask the student why he or she was not in class, a very different message came through loud and clearly.

WE CARE ABOUT YOU. And if your teacher did not call, I a counselor am calling.

We care enough to try and find out why you missed class. If you are pout for a good reason we are also sending the message that we will do all we can to help you stay up with the class and get you the information you missed. If there was not a valid reason to miss the class, the message is equally clear. We noticed you were not in class. We care about you learning as much as is possible. There will be a penalty which will range from my embarrassing you with a call all the way to some grade affect. So you better get back ASAP.

The immediacy of the contact from the school was powerful. If a student were out for valid reason, the immediacy reinforced the sense that we cared. We cared so much that we were not waiting to see if there would be a second day missed. If a student just cut, the immediacy said we are not kidding about the importance of class attendance. And we are concerned about your cutting class. One student who was called said it was worse than if his parents found out he cut a class in high school and they really gave it to him. This was the College coming after him for missing a class. And sometime the College came right to the dorm room to see what was going on!

Involving The Home Front

We knew that if a student missed a second class without reason that student was now at serious risk. The greatest correlation between probability of dropping out and then actually doing so was the number of class sections missed. We also knew that if a student had three unexcused absences that student would fail. That failure usually led to dropping out for fear of failing out.

We were primarily a commuting school so we took advantage of that. We also realized from experience that many times, the parents had no idea the student was skipping classes. They became aware of the absences when the student was dropped from the College for missing too many classes and failing. That was when we heard form the parents. They would call angry at us for not doing anything to keep the student t in class. Well, that was more prior to putting the attendance retention system in place.

If a student missed a second class, a postcard was sent to the home. The card said that we were sorry he or she had missed two classes and was now in jeopardy of failing the course. Please contact the faculty member or the College immediately so we could se e what we could do to help them stay in the class and in school.

That really did the trick for many students. Somehow parents who were paying the high tuition of a private college were somehow bothered that their son or daughter was not taking full advantage of the education Mom and Dad were working hard to pay for. Most often, attendance was not a problem for that student going forward.

The phone calls home could also have a similar effect if a message was left on the phone when no one picked up during the day. “Hi (student) this is ________ at the College just checking if I need to get you the notes from today’s class since you missed it. Just call me and let me know.”

And yes, we did comply with FERPA and did obtain FERPA waivers from students during orientation whenever possible.

THE EFFECTS OF THE ATTENDANCE POLICY SUPPORT SYSTEM

The results were simple. Retention went from 54% to 76%.

Not bad. VP Berry and his folks tracked every student, showed they cared about every one of them and made the attendance policy a very positive factor for students and the college.

* Bill Berry is currently a senior consultant with AcademicMAPS

IF THIS ARTICLE MAKES SENSE TO YOU, YOU WILL WANT TO OBTAIN A COPY OF THE BEST-SELLING NEW BOOK ON RETENTION AND ACADEMIC CUSTOMER SERVICE

THE POWER OF RETENTION:

MORE CUSTOMER SERVICE IN HIGHER EDUCATION

by clicking here

AcademicMAPS is the leader in increasing student retention, enrollment and revenue through research training and academic customer service solutions for colleges, universities and career colleges in the US, Canada, and Europe as well as businesses that seek to work with them

We increase your success

Contact Us Today

CALL OR EMAIL TODAY
www.GreatServiceMatters.com

info@GreatServiceMatters.com

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“We had hoped we’d improve our retention by 3% but with the help of Dr. Raisman, we increased it by 5%.”Rachel Albert, Provost, University of Maine-Farmington

“Neal led a retreat that initiated customer service and retention as a real focus for us and gave us a clear plan. Then he followed up with presentations and workshops that kicked us all into high gear. We recommend with no reservations; just success.”
Susan Mesheau, Executive Director U First: Integrated Recruitment & Retention University of New Brunswick

“Thank you so much for the wonderful workshop at Lincoln Technical Institute. It served to re-center ideas in a great way. I perceived it to be a morale booster, breath of fresh air, and a burst of passion.”Shelly S, Lincoln Technical Institute


Monday, October 05, 2009

Required Attendance and All the Attending Excuses Against it

For the life of me I do not understand the attitudes and rationale of so many faculty toward student attendance. All I need to do at most every workshop is review the institution’s attendance policy with the audience and kaboom, the fight is on. Yes, I did say fight. Most faculty and some administrators immediately disagree with me. They yell out “what do mean we should not have an institutional attendance policy? We insist that students learn the most they can by attending every class and learning from us. Don’t you realize that required attendance is a major positive factor in keeping students in college leading to their graduation and institutional success. That, in turn. can return a significant percentage increase in retention and revenue? What’s more….”

Oh no. Wait. That’s what I say. Silly me. What was I thinking?

That is me saying that every college and university should have a clear, consistent and meaningful attendance policy that states that being in class is so important that students must attend all classes? Important because students who do not attend classes are at greatest risk for dropping out. Important because students who miss classes are not gaining the value of the teacher’s instruction and thinking on the material. Important because the student also loses out on the very important teacher-student communication and relationship. Important also because it is the student and faculty interaction that is the reason we have faculty at a college or university. If students do not need teaching faculty to learn from in classes, the need for faculty disappears.

Yet every time I raise the topic of requiring attendance, someone is bound to disagree AND speak out. (There are always people who disagree but remain quiet until later when they get animated and assertive among like-thinking people because that’s the academic passive-aggressive way we do things.) And when they disagree in a workshop for instance, they do so vehemently. Example, a week ago I was giving a workshop in retention and customer service at a large community college. I mentioned that the college had about a thirty percent four-year retention/graduation rate that would be significantly improved with a consistent and encompassing college-wide attendance policy. A policy that would make attendance mandatory. Immediately a faculty member passionately shook her head no and raised her hand. I saw her and asked her what she wanted to say.

“Students are adults and they need to learn to be responsible for their own choices They need to learn there are consequences to their actions” she said as does someone at most every presentation and workshop I have ever given. This statement of course indicates the belief or assessment that students have not yet learned to be responsible so we should teach them that. By allowing them to be irresponsible!

By allowing them not to come to class and learn the material properly we allow them to become intellectually bankrupt on the subject. Then we let them prove their irresponsibility by putting material from class lectures on the exam knowing that if they did not attend class they cannot pass the exam. Hmmm. Sort of like letting someone have a mortgage they can’t possibly pay for and we know it but sell it to them anyhow. I suppose that’s sort of teaching them financial planning by going bankrupt? Who knew Countrywide was a teacher?

The students in our classes are not yet responsible or even learned enough to make many decisions. That’s why when we assign homework we give a date for it to be handed in. That we can eve be fairly firm on. “It is due on next Tuesday. If it is not in then, I will not accept it without a valid reason.”

Why is it so important to not trust them on turning in homework on time but it is okay to let them to not attend a class in which the homework assignment and material related to it are handed out or have been discussed? Am I the only one who sees a major contradiction here? Why not just trust them to hand it in on time? Or better yet, why not trust them to hand it in at all? Why isn’t homework an optional attendance sort of thing. “Hand it in if you think if you think it’s important? Or if you can pass the class without doing or handing in enrollment, fine?” Contradictions anyone?

Why do we even believe they are responsible enough to make the right decision to attend or not attend class? What is it about enrolling at a college or university that makes anyone believe these people are responsible or even sensible? This is especially so for freshman which by the way is who the faculty member who asked the question at the workshop taught.

The Tinkerbell Theory of Student Maturity I suppose it is the widespread academic belief in fairies that does it. You know, Tinkerbell, the maturity fairy of the Tinkerbell Theory.

The Tinkerbell Theory is most clearly elucidated in the belief colleges have that their students know how to be students. Actually, too many schools have a misguided belief in Peter Pan and fairy dust. They believe that somehow magic occurs on the stage in the local school auditorium at high school graduation. An immature high schooler starts across the stage. And with him or her walks all the attitudes, ways of thinking, and attitudes ingrained over 12 long years. These are the same very characteristics that made the soon-to-be high school graduate have to prove he or she was capable of succeeding in your college. Then, he or she stops and just as the high school principal hands him or her a diploma, a small, invisible maturity fairy flies overhead and sprinkles magic knowledge dust on the graduate. POOF!! You’re a college freshman! What was a latent college student suddenly sheds his or her immature ways and is suddenly metamorphosed into a mature college student ready and capable of meeting the demands and dictates of college!


And if for some odd reason the fairy dust did not complete the transformation, the next ten weeks of summer vacation complete the transformation. After all, that freshman is no longer a high schooler. He or she is a freshman at Neverland U and all our students know how to be students. After all, they are here at college.


But this is far from the truth. Peter Pan was fictional and so is the belief that incoming students are college students upon walking on campus. (The Power of Retention: More Customer Service in Higher Education; p. 157)

The Tinkerbell Theory also applies to upperclassmen (or upper-class people which is a phrase that yes is PC but sounds like I am talking about some characters in a .Shaw play) Perhaps not as obviously but it does apply to most of them. Simply because they have been attending your college does not make them mature or responsible. And we all know this. We even complain when they act irresponsibly.

For example, do students suddenly shut off their cell phones in class if they are juniors? Not unless they have been taught to do so. Do seniors not text during class? Only if taught they cannot do that in class. When a freshman returns to campus as a sophomore does he or she come to class on time? Even better, if he or she has passed Comp 1(and 2 if you demand it) is the student’s writing now mature and correct? Etc. Etc……. What else is fictional is that we teach them responsibility by letting them choose to be irresponsible; to go to class or not.

Physical maturity in no way equals mental maturity. Maturity is something that is learned and taught. We accept that as a given with young people for example. We teach them how to share, how they need to clean their room, brush their teeth, wash, bathe, look before crossing, do their homework … If we want a child to become a religious person we teach them and even demand they go to church, temple, mosque… If we want them to play a musical instrument we make sure they attend classes and practice. And we do make them go to classes, if they are our children!!!!!

If It’s Good Enough for Your Kids…. Alright, this will give you all time to think of a better answer than I have yet to receive at a workshop or presentation when I ask the following. When people start the argument on class attendance, at some time I will ask that person or persons if they have children in college. Most every time at least one does. “Okay, Let’s assume you are paying only $10,000 a year for school. Only $10,000. Public university. Your child completed a FAFSA waiver at school (which should be done at every school) so could you call to find out why Jennifer is concerned her grade in a class is not that good. You are told that Jennifer is not attending that class. What do you do?”


The faculty member invariably says something akin to “I’d tell her to get her butt in class , not skip classes and go for extra help!”


So if it is good enough and important enough for you to tell your child to go to class, why isn’t it equally good and important for other peoples’ children in your classes to have to attend? That’s when the “ahhhhhh” and “we fell into that” light bulb moment hits. But fear not, the light gets turned off quickly.


And then I respond “Why didn’t you just shrug your shoulders and say something like ‘well I guess that’s her just learning to become responsible?’ Or don’t you want your children to learn responsibility the very hard way you would let other peoples’ children learn responsibility. By getting to work at some minimum wage job for their semester off? Oh by the way, most every business does not teach responsibility by making showing up for work an option. When workers do not come to work, they learn about looking for another job. Interestingly enough, that is true at the colleges and universities at which we work too.”


Not Enough Time and I’m Not a Disciplinarian Excuses Okay but how does taking attendance make someone into any of the above? It doesn’t. It is like teaching itself. It is all in the way you do it. If one gets to know her or her students, attendance is easy. You can recognize who is or is not in class an check them off. If you don’t know them well enough, then you may not be doing a great job of connecting with them anyhow. Little says connecting an caring like “yes, whatsyourname” or “you in the blue blouse.”

Or it is east to simply go through the roll, call out their names ad see who responds. That way you can check to see who is here and…Wow! Start to learn their names!!!

One could also assign some student to take the roll or pass the attendance sheet around. That is not as effective of course. Some students will work it out so they can skip and not learn from you. And well, you will not learn their names but it is a way to not get too acquainted with anyone in the class. And yes, I know you will say you get acquainted to many of the students in class in the process of teaching. Of course, you can’t get acquainted with those who don’t show up. And we all know the pile of research that indicates that a feeling of association with a faculty member is a very important retention and learning factor.

Just Not Enough Time to Take Attendance Roll I also get the excuse that there just is not enough time in the semester to take attendance every day. Yes, the two or three minutes it might take will kill the ability to learn all the material. It would also take time away from the time devoted to discussion of topics that have nothing to do with the class subject matter such as how stupid the administration is, or how no one should be laid off, or why you’re sorry you are late but the faculty parking lot is far away, or one of so many topics that some waste time on as we pontificate rather than teach.

One might also just start the class on time. As I investigate retention issues and customer service for universities an colleges, I am always amazed at the high number of classes that simply do not get roiling until at least five minutes have gone by wasted. In many cases, the delay is caused by late students, late faculty members, faculty talking to students at the front of the class rather than office hours or after class or the faculty member and class not knowing how to come to a decorous academic order.

By the way, taking or calling attendance is a way to call the class to some sort of order. It can be the signal that the academic world is about to intrude on the more relaxed and disorder of the non-academic world in which people can do as they please without regard for others and a faculty member. Calling the roll also signals that the faculty member is asking for decorum, academic decorum in the classroom. Calling the roll is a well recognized signal to students that a separation from the non-academic to the academic has taken place so get with the appropriate decorum.

Another excuse I hear is that faculty do not want to be made into those who cause students to get into trouble, to report on them. But then if that is a concern why give grades and report them? After all nothing can cause problems more than a not too nifty grade?

I Have Nothing to Offer A quite prevalent response to required attendance is that this is college, an academic environment in which we are teaching ideas, ways of thinking and specific course material and information to students to prepare them for life. We are trying to instill in them a process of inquiry that can lead to mature decisions later on. Okay. Fair enough but can students learn if they are not in class?

If students can learn as much when they are out of classes as they can from a faculty member in the class, the issue is not attendance at all but the value or lack of value the faculty member brings to the material and learning. If a student can learn the same amount of process or information or whatever just by reading the books frankly that faculty member teaching the class is…well…not worth much. Maybe nothing. Maybe less than nothing since he or she is wasting student time and institutional resources.

Actually, these embarrassments to the profession are the best argument anyone could bring against requiring attendance are the professors who just do not teach well or give a damn about student learning. Because requiring students to suffer through these people is not right. And the professors and classes do add to inclination to drop out or transfer from the school. They also reflect very poorly on you, and colleagues who are dedicated and good teachers who care about learning and teaching well.

Oh don’t get all collegial about it. You know I am right. If the faculty member does not add significantly to the learning and understanding of the material or topics of the class, why have the person in the class at all? Why not just have students read the books and take tests and save the faculty members salary for someone who does add to learning? And yes you know who in your department I am talking about but I know as well as you that thought you know that person is a waste of clean air you will do nothing about it.

Please realize that when a professor tells students that they do not have to attend his lectures and they can pass by reading the assignments, doing the homework and taking tests, he is saying “There is no value to my lectures or classes. I, in fact, have nothing to offer you that you cannot get from a book.” This is a clear admission that I am useless as a teacher. I have no value for you. And in turn that diminishes each every faculty member teaching at the college or university. The fact that “there is room here for someone useless and I am paying for this worthless piece of the faculty” makes students wonder about other professors. And it does not mater if he or she is a brilliant researcher; not to the student in the class trying to get something of value out of it. Nor does the excuse cut it that this is an academic environment and I need to be collegial with my colleagues to the deficit of students and the reputation of the institution.

Anyone who tells students directly or indirectly that attendance to hear and discuss the lectures is not required to pass the course is saying I have nothing of value to offer you. A dead book is just as valuable.”

Weak Administrators and Legal Ramifications The “this is an academic environment” excuse leads directly to another popular reason why faculty oppose required attendance although I have yet to have anyone argue against required courses. Hmmm, we require courses but do not require students to attend them. “How very odd” said Alice.

The reason why some faculty opposes required attendance is they believe that the administration will not support them. They believe that if they are going to fail a student due to missing too many classes, the student or parent will go to a senior administrator who will tell the professor to work something out. Make it go away. Okay. I have to concur that there are some administrators who would do just that. Often while waving what they claim is customer service. It is people like these that give customer service a bad name. What they say is customer service is not. It is just making the problem go away because I don’t feel like dealing with it or listening to an angry parent or student.

Keep Academic Customer Service Principle 11in mind:

11. The customer is not always right.

That’s why they come to college and take tests.

(If you’d like a copy of the 15 Principles of Good Academic Customer Service just click here and just ask)

Furthermore, these people can get away with asking you to make it go away or figure something out because there isn’t an institutional policy that the weak kneed need to lean on. In the same way they can point to an institutional, state, federal or some other agency policy and tell a student or parent “I’d love to help you but my hands are tied because….”

This can occur because there isn’t an institutional policy. With a patchwork of individual policies which hopefully are eluciadated in the syllabus (which is a legal contract I hope you all know since what it is in there is what must be followed in this class) it is much easier for a weak administrator to pass the buck back. If one section of a course requires attendance for all lectures except for excused absences; another has no required attendance; and a third lets students miss three meetings, you can see how easy it would be for a weak administrator to manipulate the situation if a student in the no miss section had two unexcused absences and was flunking as a result. Moreover, just think how well some attorney will be able to present the inconsistencies to a jury when some family sues because junior flunked the course due to the two unexcused absences while other students never went to the same course, different section, and passed.

An institutional policy takes away the possible manipulation and even legal action in which a plaintiff could sue not just the school but you individually. It also would not allow an administrator to suggest, ask, imply, persuade a faculty member to possibly consider passing the student against the attendance policy in the section even if other students may have flunked for non-compliance with the attendance policy for the section. WOW! Couldn’t that lead to a great lawsuit?

But these are the weak people-pleasing administrators. When I ask the senior administrators at the colleges and universities I have worked for and with if they would support a faculty member who followed an institutional required attendance policy. Every one of them stated support for an institutional policy but also realized that this is an academic issue that must be resolved by the faculty.

So now, why oppose an institutional policy? What is the value of a hodgepodge of non-policies? They do not help students. They open faculty up to disparagement and even legal sanctions. Whereas an institutional policy helps students, promotes learning and keeps faculty out of court.

IF THIS ARTICLE MAKES SENSE TO YOU, YOU WILL WANT TO OBTAIN A COPY OF THE BEST-SELLING NEW BOOK ON RETENTION AND ACADEMIC CUSTOMER SERVICE

THE POWER OF RETENTION:

MORE CUSTOMER SERVICE IN HIGHER EDUCATION

by clicking here


AcademicMAPS is the leader in increasing student retention, enrollment and revenue through research training and academic customer service solutions for colleges, universities and career colleges in the US, Canada, and Europe as well as businesses that seek to work with them
We increase your success
Contact Us Today


“We had hoped we’d improve our retention by 3% but with the help of Dr. Raisman, we increased it by 5%.”Rachel Albert, Provost, University of Maine-Farmington

“Neal led a retreat that initiated customer service and retention as a real focus for us and gave us a clear plan. Then he followed up with presentations and workshops that kicked us all into high gear. We recommend with no reservations; just success.”
Susan Mesheau, Executive Director U First: Integrated Recruitment & Retention University of New Brunswick

“Thank you so much for the wonderful workshop at Lincoln Technical Institute. It served to re-center ideas in a great way. I perceived it to be a morale booster, breath of fresh air, and a burst of passion.”Shelly S, Lincoln Technical Institute


Tuesday, September 29, 2009

Retention Rates and Fulfilling Expectations

A reader from Point Loma Nazarene University sent me an email that started this piece on expectations, retention rates and customer service. He wrote

I’ve enjoyed reading your blog and am currently reading your book, The Power of Retention. I have a question about the difference in responses of students in private versus public colleges and universities. Have you found that students who leave private universities do not leave for poor service as frequently as they do in public ones? Our retention rate is much higher than the ones in your examples.

No I don’t. In fact, customer service issues are a stronger reason for leaving a private college since there is usually more investment at stake. To start with, the higher cost of a private college or university over a publicly-assisted college brings with it higher service return demands. There is an interesting situation created by cost in reference to service provided. In all but the top schools, the higher the cost to attend, the higher the expectations.

It is the same as if you were going to an expensive restaurant versus say a McDonalds. In a higher cost eatery or bistro.(don’t you love the way the name of the place often equals overpricing? Joe’s Diner versus Joseph’s Refectory? Also why so many colleges suddenly became universities….Same food just seems more impressive?) In the bistro where a burger, (‘scuse me) ground Angus steak costs $9.90 one expects more meat, more quality and flavor and the burger or ground steak should be served with a side of pom frites fries would not do in a bistro), a side of vegetable perhaps, on nice dishes, cloth table cloth and really “your way.” The customer also expects a nice ambiance and surroundings. That guy on his cell phone on the table to the left is annoying because he is talking loud to make sure the listeners and the world hear him. But you sit on a comfortable chair, place a fresh cloth napkin on your lap and wait for a server to come to you. He or she takes your order and then presents the meal. If the burger is not cooked the way you want, you call the waiter over and expect a replacement to your satisfaction. You also expect that the waiter will be attentive to your needs as well as ask at least once if everything is okay? The waiter should be conscientious but not overly so. The bill is brought and with tax, the food and experience are $11.12 plus a $2 tip and an hour of your time

Now let’s say that in the bistro, the waiter was a bit slow to respond to your request for more water, or the burger was served cool; not hot but not cold enough to really complain. The frites were fine but there were just a few of them. And the vegetable side was slightly overdone broccoli. Was the burger and resta…uh bistro worth it?

At McDonalds, you stand in a line. Wait to shuffle to a counter where an underpaid young person waits for you to come to her. She asks for your order. You say what you want, stand and wait some more. A thin meat puck on a bun wrapped in paper and a small bag of thin fries is handed to you by the inattentive young person who simply says, thanks before turning to the next customer or friend behind the counter. You walk away; sit in a hard chair at a cold Formica topped table wipe your hands with a small, paper napkin feeling just fine with the purchase. People around you are on cell phones, talking a bit loudly and there is a kid running around the place. The bill for the Angus burger and fries - $4.96.

Less than half the cost and likely a greater fulfillment level even if the burger and fries were actually not as good as at the Bistro. Why? Because the expectations were lower for McDonalds and they were fulfilled. The Bistro costs more so more is expected. The Bistro is expected not only to provide a good burger and fried but service equal to the cost as well as an ambience to match. The noise at the Bistro is disturbing; at Mickey’D’s expected. The uncomfortable chairs, well what do you expect? It’s McDonalds. It is anticipated and there are lower expectations anyhow.

Of course the expectation commands a great deal of the fulfillment of it. Even a very negative expectation in service can lead to fulfillment and full ROI such as at a restaurant like Durgin Park in Boston as explained in my book The Power of Retention. (C’mon, You should expect I will at least mention the book which is about to go into a second printing since the first is about sold out!!)

So now to relate it to schools. A more expensive school; produces greater expectations. If one is paying $25,000 a year, that student and family will expect a $25,000 experience. If they get poor service from people at the school and it feels more like “would you like fries with that course?” the feeling of roi fulfillment will be low. If a student can’t get required classes because the number of sections were cut, that’ll feel like “we’re out of burgers tonight even though we advertised them to you. We’ll have them again Fall of next year…” The response is simple “Hey we are paying $25,000 tuition a year. If I wanted to get a $5,000 experience, I’d go to Mickey D U down the road.”

If the university serves decent academic customer service (which again folks is not just smiling and pretending to be nice though that does help) then the expectations might be met. Students will feel and calculate they are receiving return on their investments and complete the daily buying opportunities. They will go to classes and feel a part of the University.

Now to all that there is also difference in demand level based on the investment within a pricing band. A pricing band is a set of schools that are similar in what they offer within a similar price. Bands are often also governed by location since bands are flexible in whom they include. The bandings are often made by buyers much as they would consider another group of possible purchases by cost, i.e, 42 inch flat screen TV’s. from $700 to $1200. (Oh, right schools are not TV’s. Not a product that is decided by price and affordability….. And how did you decide what schools your child could look at? And you could afford?)

Schools within a price band are usually the ones that the customer compares one another too. These are what we can afford and are located where the student and we have a comfort level while offering an Angus burger. The higher the cost of a school within a band, the higher the expectation of academic service and ROI of course. So, if a private college with a $25,000 tuition is in a pricing band of private schools ranging from $12,000 to $28,000 of more or less equal brand value, the investment in the $25,000 is thus considered to be higher than most, but less than others. So students and parents will expect ROI based on cost within band; better than some, less than others.

If a student chooses a lower level cost within the band the expectations will be lower for it. It may not be quite as good as University A but we can afford it. The dorms are older, and it does not have as many major but it’ll give Janie a good start. Expectations will be lower and the odds of meeting them will be higher.

Now should Janie have to drop all of the schools in the band and look at a public school or even a community college, the expectations drop of course but so does the probability of success. The expectations can be met sure. But they have been dropped so low that they are not even really expectations as such. They are just acceptances. The immediate expectation of going to a private school has been replaced with an almost unpalatable alternative. So actually the expectations are that the college will not be able to meet real needs and the original ROI. In the case of community colleges chosen as a low cost alternative to a private school or even a public university. There is no way it can fully meet the expectations of a four year degree. NO WAY! Students who originally decided they wanted the Bistro burger who have to get the McD’s Angus will find it unpalatable. They will leave for the Bistro as soon as is possible. This partially explains why community colleges have such a low retention to completion rate.

There are indeed many cases in which students go to the community college which meets many parts of their multifaceted ROI such as getting the money’s worth within a caring and student-focused environment in which they feel welcome and a part. And there are numerous situations in which students find that the community college provides excellent teaching and learning which are of course central issues to a real educational ROI. They adapt to the McD’s of education and find that they are pleased and might even look forward to it keeping the Bistro burger for a later date. Some even find they don’t want the Bistro burger at all. In these cases their expectations have shifted.

That said, schools that have a clear mission that is embedded in all they do such as a religiously-based school like Point Loma will often have a higher retention than one that is not focused. Point Loma Nazarene University being a religiously-based or focused college thus has an advantage in that its students sought it out for a faith-based reason as well as an educational one Their expectations of ROI are shifted a bit from financial to emotional and affective so the money issue lessens in favor of am I getting the spiritual and personal attachments I expected and need as well as the education? The singular and fulfillment of focus is helping Point Loma

I recently did a customer service for retention audit at a very fine university that had lost its clear focus. It had moved from being one of the finest military-focused educationally universities to trying to accommodate too many focuses. Students came to the University because of the military corps culture. Both the military and civilian students selected this University because they either wanted to focus on military training and education or they felt that a school with an active military training program would be serious and safe.

They were having some retention issues starting in the sophomore year because of the loss of focus. Freshman cadets went through a training regimen that identified them and the University as the militarily-focused school they expected. Then after a full freshman year experience, the military dropped off enough to make too many students question the focus they had signed on for. Our audit pointed out the perception that the University had strayed a bit as well as some other issues. Students did not feel as if they were getting the ROI they had paid for. The President of the University is a solid leader and has been issuing clear statements of focus and purpose that have been very well received by the corps of cadets and the non-military students. That, maintaining excellent teaching and learning as it has over the years and attention to some other overt customer service issues are underway but we believe the most important finally will be the clarification of a unified and singular focus. That will retain many more students than in the past.

Finally, since Point Loma can boast of recognition in US News, it adds to the sense of value and ROI whether it is really there or not. Students and parents believe they are getting the ROI’s for the most part as a result of the external certification. For example, the 306 name brand schools have a higher retention rate than most other colleges not only because they can enroll those that fit their culture but also because students believe they will get the ROI and service based on the brand name. The difference between a Rolex and Timex. Each will tell time but people will invest more in the Rolex and believe its time is more accurate and thus worth the extra cost. The times will be accurate as well, but it is a Timex. But if the watch is a Timex and costs $25,000 it will not sell. This is due to a negative expectation. Timex belongs in a certain pricing band and if it wanders that far out of it, it cannot find a customer belief it is worth the price.

Finally, Point Loma and other schools that have a higher than average retention rate may be doing a good job of meeting student expectations and providing good academic customer service. That’ll of course increase retention rates. I was just on a university campus with a 74% retention rate, It is doing well considering some of its factors. It is well above the national six-year retention rate of 40.6% for four year schools. It is doing some things really well to get there. But as a result of my audit, we believe we can increase retention by attending to some customer service factors like how some offices work, scheduling set up, breaking done some silos, altering a couple HR processes, etc. Point Loma and other colleges and universities may well be in a similar position. Point Loma does exceed the national average with its 70.5% in past because of some of the factors mentioned above but it could still be many percentage points below what it could be. So, start looking and thinking about what the University can do to increase its rate not just accept it as above the national average.

Keep in mind that at Point Loma and likely your university, a 1% increase in enrollment could mean almost $200,000 and 7 more graduates off to meet their futures. Seems that that 1% could be quite meaningful.


Oh, if you'd like to find out your school's graduation/cohort retention rate and what it costs the school, just ask me at nealr@GreaServiceMatters. Be glad to tell you.

IF THIS ARTICLE MAKES SENSE TO YOU, YOU WILL WANT TO OBTAIN A COPY OF THE BEST-SELLING NEW BOOK ON RETENTION AND ACADEMIC CUSTOMER SERVICE

THE POWER OF RETENTION:

MORE CUSTOMER SERVICE IN HIGHER EDUCATION

by clicking here


AcademicMAPS is the leader in increasing student retention, enrollment and revenue through research training and academic customer service solutions for colleges, universities and career colleges in the US, Canada, and Europe as well as businesses that seek to work with them
We increase your success
Contact Us Today


“We had hoped we’d improve our retention by 3% but with the help of Dr. Raisman, we increased it by 5%.”Rachel Albert, Provost, University of Maine-Farmington

“Neal led a retreat that initiated customer service and retention as a real focus for us and gave us a clear plan. Then he followed up with presentations and workshops that kicked us all into high gear. We recommend with no reservations; just success.”
Susan Mesheau, Executive Director U First: Integrated Recruitment & Retention University of New Brunswick

“Thank you so much for the wonderful workshop at Lincoln Technical Institute. It served to re-center ideas in a great way. I perceived it to be a morale booster, breath of fresh air, and a burst of passion.”Shelly S, Lincoln Technical Institute


Sunday, September 27, 2009

A Dog Has His Day and MBA


This is not a shaggy dog story but on too doggone good to avoid. Check out the tale of Chester who just received his MBA. Yup! This dog could hunt. Click here to see. You'll want to pass it on. It is on a good blog named GetEducated.com which focuses on on-line schools. It has a great service to help identify real from phony schools too. Good people.

BTW, if you went to watch the video clip on engagement and weren't able to get it, sorry but the server was overloaded with requests. Jerry was none too pleased. But it is still available for downloading and sharing by clicking here to get the clip and information on it. And comments are indeed welcome.

BTW, will be heading the Canine Studies Department at Mammon University. IT has just realized that there are thousands of dogs out there that may have completed a discipline training program but could use an MBA (Masters of Bone Accumulation) too. Mammon has always been looking for new courses to offer to increase its enrollment whether or not there is a reason or purpose for the course or program. It is in keeping with Mammon's mission and school motto Omnes Por Pecunia so it's okay. Besides, revenue is down and the school is getting concerned that it might fall out of the fifth percentile rank it was given by US Whorl Report. (Uhhh, no typo this time)

Sorry for missing last week. Retention has become an issue 6that is getting attention lately so I have been going every which way and place. The few weeks while I was in New Jersey, Vermont, Canada, Ohio, California, Florida, New York and Texas without a break. Love to spread the word and do audits to help schools increase retention through customer service but it takes a toll on the ability to write. I am also dealing with the anniversary of my son's death so that takes an even greater toll but neing asked to help others helps me too.

In any case, new piece will be out by Tuesday so please look for it. Thanks


Monday, September 14, 2009

Engagement in Academic Customer Service - A Clip from a Presentation


It’s been a few weeks of almost non-stop traveling and requests from schools about customer service for retention audits and presentations/workshops. Many ask for a sample of my presentation style. Fair enough. And if it's fair for them why not for others?

As the year begins, one of the issues schools have to get thinking about is engaging their students. Now that they are here. You all did a pretty good job, some excellent work of engaging potential students quite well. Some of you worked at
stitching them in so they would show and you could have a good true yield rate.

Bottom line,

you worked hard to get them now you just need to keep them.

And that takes some work too but not as much as it was to first sell them the school. Not even a third. Nah, not even a tenth. Just need to engage them through academic customer service.

So, to help you start engaging students better and you can all get a chance to see what a retention customer service presentation is like, I have attached a link to a section from a longer workshop./ The workshop was at Northeastern Illinois University. This is a very important university serving the population of the future. Our demographic future and our nation’s future.

Right and….HEY…retention equals revenue but because it wants to meet its real mission. Providing students the opportunity to learn, obtain training needed for a career so the can better their lives. And in so doing, the lives of their families and our nation.

Thanks to you NEIU or other similar colleges, career school and universities.

To see the clip, just click here. The clip is on academic customer service and engagement in an academic environment. It also discusses how academic customer service is different from retail customer service.

It may take a moment or two to load depending on your processor and the other technical stuff. It’s an MP4 so it should play on any media browser and can be loaded to you Ipod or player/phone. Feel free to share it.

I am using a service that has an excellent product www.yousendit.com . We can only hope it works to strengthen its own customer service just a bit more. But the service is great. YouSendIt.com allows users to upload and send or store large documents easily and quickly. Up to 100 MB documents are sent free too. Oh yes, I received no gratuity or money for saying they are good. Just a customer service to let you know.

Neal Raisman has been the leader in academic customer service solutions for increasing retention, enrollment and revenue in colleges since 1999. His presentations are much sought after since they are targeted on the individual school and its needs. Raisman has spoken at over 260 individual colleges, universities, career schools and conferences in the US, Canada and Europe. He has developed a reputation for talks that are lively, funny and extremely helpful to institutions, groups and businesses looking for help on increasing retention, student and community satisfaction. And they have helped schools increase retention starting the same day.

His new best selling book The Power of Retention is available from The Administrators Bookshelf at www.adminbookshelf.com.

For more information go to www.GreatServiceMatters.com or call him directly at 413.219.6939.


Monday, September 07, 2009

The First Days; Happy Academic New Year and A Gift from Administrators Bookshelf

It is the first day or week of classes for many schools. A time of great anxiety, concern and extremely hectic activity. Will they show? How many will actually be here? Can they really get all that stuff in a small dorm room? Do we have the electrical capacity to run all that stuff without blowing something that plunges the whole region into the dark?

And for some it is the first day or week of a new job. Some are starting the snaking (and I do use that term to represent some of the creatures found on the way) of becoming an administrator. Starting out on the path to…. To…dare I think it. Dare I say it? To maybe become a full time college, university, community college or career college administrator.

As I thought about stepping over to the dark side and leaving the relative ease of a full professorship to become a fool time administrator behind, I recalled the feelings of joy, of anxiety and a little fear which was overcome by an out-of-whack ego so necessary for an administrator. I wished someone had really told me more about what the job was going to be like-- really like.

So I contacted The Administrators Bookshelf, a small publishing firm that puts out books to help administrators. They are also my publisher for The Power of Retention. I had been asked to submit an essay on my first day as a community college president for a collection of articles, essays and such from a variety of administrators recalling their first days as an administrator for a book titled The First Days: A Collection of Remembrances, Advice, Cautions and Life Changing Experiences.

I called the editor of the book Marylin Newell (who by the way has a great new marketing and retention tool with personalized greeting cards sent personally and directly to students – more on this next time). I asked Marylin if I could provide my readers with a copy of my piece in the book.

She not only said yes to my request but is letting my readers choose a sample chapter from The First Days from a list of some of the other articles! This is a way to ease the anxiety of a first day and of course to let people learn more of the collection and perhaps buy a copy. She also provided some special prices for the month of September for the book.

Rather than the full price of $22.95 plus $4.95 S+H, she will let readers get a hardcopy for $18.95 (plus $4.95 S+H) or $15.00 for a digital copy.

So I suggest that you obtain a free chapter and then when you see the value in it and the others, get your own copy of the full collection.

Here are the excerpts available. To get one just email a request for the one you choose to info@adminbookshelf.com

The first day and thoughts of

  • University President Eric Gilbertson, Saginaw Valley State University (MI)
  • Community College President, Neal Raisman, Rockland Community College (NY)
  • Career College Campus Director, Mark Buch, Alaska Junior College (AL)
  • VP of Administration, John D. Eldert, Berklee School of Music (MA)
  • Bursar, Sheldon Socol, Einstein College at Yeshiva University (NY)
  • Director of Student Success/Retention, Judith Lilleston, College of Westchester (NY)
  • Director of IT, William Leonard, McIntosh College (NY)
  • Academic Advisor, Andrea Gillie Harris, Pepperdine University (CA)

Just choose which excerpt you want and send the request for the link to it, by clicking here.

Oh, I won’t be hurt if you choose someone else’s article rather than mine. Take advantage of the offer while it lasts. And thanks Marylin and The Administrator’s Bookshelf.

BLANKET DISCLOSURE

In high school, Mrs. Burns, the typing teacher, told me I would not need typing when I signed up for it to be the only man in an entire class of young women. She said I would be an executive or something of the sort with a young woman doing my typing for me. I would be better of with something like philosophy to get into a good college. As a result, I went to Umass-Boston. I never learned to type as such and use a quite fast, yet at times creative, two finger typing method often leading to interesting neologisms (i.e. typos). I am my secretary. And spell check can be as bizarre as my typing. So if you are bothered by typos, tell Mrs. Burns.

Monday, August 31, 2009

The Need for Qualified Hope in Retention

Two weeks of illnesses, deaths, funerals, anniversaries of deaths and coaching parents who like me had lost a child had put me in a funk. Even the numerous requests to give talks, workshops and retention audits did not lift my spirits quite enough it seemed. But then I read Jerome Groopman’s book The Anatomy of Hope which somehow made it into a clearance for a dollar table at Barnes & Noble. In the book, Dr. Groopman, an oncologist and the Recanti Chair of Medicine at Harvard discusses the concept of hope and that led me to realize there is an aspect of retention and service that is too often not included in the literature or consideration. There is a strong emotional aspect to retaining a student that is extremely important. It may even be the most important aspect finally in whether or not a college, university or school will retain a student.


The emotional aspect is discussed in articles on ROI and Customer Service Factors and the Cost of Attrition as a significant factor in understanding student emotional considerations in applying to and staying at a college. This is presented in the section on affective roi. Affective ROI deals with feelings, the student’s attachment to the school. In it simplest consideration, the student calculates whether or not he or she feels as if the institution is returning the emotional investment being made into the school. The calculation deals with social equity Do I feel I at least a balance of investment I am making coming back to me in care and concern for me as an individual”? The affective focus also considers the student’s perception of the value of being associated with the college.


There is also the student’s concern with whether or not I feel I am valued and important to the school beyond the tuition I am paying. This is also expressed in statements such as “All you care about is my money” and “Hey, I pay your salary”. Heard those? Then you heard core affective roi concerns of a potential dropout.


The affective roi is a crucial emotional component that the student must appreciate positively from the interaction with the college if he or she is to stay. So how do you help form appreciations of caring, valuing and social equity? These simplest indicators and expressions include such simple things as smiling at the student, greeting him or her, interrupting what one is doing when the student needs help, being there for office hours, offering additional help and certainly listening and then helping. The college must do all it can to make the student feel as if it cares about him or her as a full individual.

The sense of valuing is of primary concern. It is something I learned more about while reading Dr. Jerome Groopman’s book. The first two lines in the book are


Why do some people find hope despite facing severe illness while other do not? And can hope actually change the course of a malady, helping patients prevail


I have often spoken and written and spoken about students as patients and we in higher education as doctors. Like medical patients, students come to us to find out what they need to do to get better, stronger, more intellectually and professionally healthy. We prescribe them the medicines of books, lectures, training, homework, papers and here and there a placebo quiz that we believe will make them more fit.


But we like medical doctors have our flaws. We are taught an area of expertise in a discipline as are medical doctors. We become sociologists, engineers, historians, educational curriculum experts, biologists, physicists, even neurolinguists as medical colleagues become orthopedists, oncologist, pediatricians, and neurologists. They and we even specialize within our specializations in similar ways – an historian focusing on the first two months of the French Revolution like a surgeon specializing in the left hand with expertise in the phalanges (yes they exist).


So, we as our medical colleagues know a great deal about our area and focus on the issues involved in that specialization. We listen to students about the same 18 seconds doctors do before we are ready to give an answer from our discipline. And we even have our Dr. House’s as shown by a note on a faculty office door. The note stated “I do not keep office hours because I am too busy but if you need to talk to me, you can try to callme.” We also have our Kildare’s, Marcus Welby’s, Hawkeyes and even a Dr. Cox or two.


Keeping Hope Alive In his book, Groopman explores the very valuable role of hope in the success of patients getting better. He finds that some patients have none and they seem to die more than those who do have at least some active hope. The ones with hope believe they can beat the cancer and often undergo painful treatments because after hearing all the risks and discomfort, they still believe they might work. They might allow for another extra year or even full remission. He also discusses patients an experiment at Baylor College of Medicine in which patients who had arthritis in the knee were led to believe they had surgery to correct it although they didn’t. They were given a placebo surgery without any arthroscope being used; just four small cuts where a scope might have been inserted. Their belief they had surgery allowed them to recover use of the knee without pain without the corrective procedure. The four small cuts along with being informed of the benefits and issues involved in the surgery created hope and belief.


An Bicycle of Qualified Hope in Action The hope the surgeons created made me recall a student who attended Briarcliff College on Long Island. This student did not have a good preparation for college either in his studies, or his intellectual development. He had remedial/developmental needs in basic areas like writing, math, even reading. But he met an admission’s rep who laid out an full program of developmental courses an challenges he would face and overcome. Then she provided him the longer course and goal of graduation. She made him believe he could do it. With dedication, work and more work he could succeed. He was given a clear shot of what I call qualified hope. That’s qualified hope not blind hope.


He was not told by the rep “Sure you can graduate and we are here to help” in a way similar to some doctors trying to boost the sprits of a patient even if there is a minor chance the treatment might work. Sort of like the doctor in Monty Python’s The Meaning of Life telling a person who lost a leg to a tiger “Oh, it’ll grow back. A couple days of rest and you’ll be right as rain.”


No, this student was told what he would have to do, what the treatment protocol demanded if he were to have a chance to graduate. He was told what he hads to do and what we would do. He was given qualified hope. He would have to work hard, do all his assignments, take developmental classes, ask for and get extra help outside of class when needed, not miss any classes and he could have a possibility to graduate. No guarantees but we will be there to help.


He believed the rep and the people he met at the College so he developed faith in the prognosis. When he needed help, he got it. When he needed to be told he was not doing something correctly, he was told. And when his car broke down and he missed a day of classes, he was called to see where he was and what the problems were. We stayed in touch and continued a running prognosis with cures.


That phone call boosted his trust in the college. His trust that the school really did care and would be there for him. If we called when he missed a class, we were letting him know that he really was important. But his car was dead. He didn’t have the money to repair it. He live twelve miles away. But he had faith in the college. This student trusted that Briarcliff did care and would live up to its promises. So he turned to his qualified hope and a bicycle with full qualified belief that it would get him the twelve miles back and forth. No mean feat on Long Island roads and highways.


And he rode that bike to college every day no matter what the weather. He even rode through a snowstorm that had shut the school because to get to an 8 o’clock class he had to leave before we could announce the decision.


And was he angry?


No. He wasn’t. He just asked if he could stay in the library and read until the storm stopped. Since we were there anyhow, why not? We also made sure he got some hot coffee to warm up, brought the bike inside and told him how amazed and proud we were of him. Almost as proud as when he graduated.


Yet other students who had many benefits of a good high school, a reliable personal car, came from a well to do family drop out of colleges and universities every day. Why? Not lack of skill.


Lack of hope or being given false, unqualified hope.


Instilling Hope from Within We can all instill hope, qualified hope in our students. How? By providing a clear picture of a possible future and how it can be achieved. Even if the path is hard arduous and required extra work and plodding through. They need to know what to expect. As Dr. Groopman does not hide the fact that chemotherapy can be grueling and even painful to his patients who will need to decide what their course of action will be, we need to let our patients, certainly our weaker students know what the academic therapy will entail so they can make a decision that is right for them As an oncologist would want a patient with a small window of success know what is ahead and let them decide if they have the hope and belief they can prevail, we need to do that with students who are in need of knowing.


Oncolgists know that some patients will decide to forgo the chemo knowing it likely will not produce enough benefit and accept their fate, so some students really should so the same. Or as patients can choose between different doctors and courses of treatment according to their levels of strength and hope, so we should do with students who we know will likely nor benefit from our college but might do okay within another. Just as it does a patient with an untreatable tumor for example false hope, it does a college no good to accept a student who will soon drop out. Sure it may help a rep meet a quota but it only adds to the next goals for admissions since that drop out will need to be replaced. (oh don’t tell me you don’t have quotas for reps. Call it what you will but we all now people are evaluated on numbers!)


And one more thing. We have to also have informed hope and belief in our selves and our schools. We must believe we can do a good job of helping others if we are well prepared and concerned. As Groopman writes


I learned that it takes much more than mere words to communicate information and to alter affect…I try hard to let patients read in my eyes that there is true hope for them. …for a physician to effectively impart real hope, he has to believe in himself. ..

But I assert that he (the patient) needs to know a at least minimum of amount of information about his diagnosis and the course of his problem; otherwise. His hope is false, and false hope is an insubstantial foundation upon which to stand and weather the vicissitudes of difficult circumstances. It is only true hope that carries its companions, courage and resilience through. False hope causes them to ultimately fail by the wayside as reality intervenes and overpowers them. (P. 209-210)


IF THIS ARTICLE MAKES SENSE TO YOU, YOU WILL WANT TO OBTAIN A COPY OF THE BEST-SELLING NEW BOOK ON RETENTION AND ACADEMIC CUSTOMER SERVICE

THE POWER OF RETENTION:

MORE CUSTOMER SERVICE IN HIGHER EDUCATION

by clicking here


AcademicMAPS is the leader in increasing student retention, enrollment and revenue through research training and academic customer service solutions for colleges, universities and career colleges in the US, Canada, and Europe as well as businesses that seek to work with them
We increase your success
Contact Us Today


“We had hoped we’d improve our retention by 3% but with the help of Dr. Raisman, we increased it by 5%.”Rachel Albert, Provost, University of Maine-Farmington

“Neal led a retreat that initiated customer service and retention as a real focus for us and gave us a clear plan. Then he followed up with presentations and workshops that kicked us all into high gear. We recommend with no reservations; just success.”
Susan Mesheau, Executive Director U First: Integrated Recruitment & Retention University of New Brunswick

“Thank you so much for the wonderful workshop at Lincoln Technical Institute. It served to re-center ideas in a great way. I perceived it to be a morale booster, breath of fresh air, and a burst of passion.”Shelly S, Lincoln Technical Institute


Monday, August 17, 2009

Enrolling the Family to Increase Retention Success

Many colleges believe that as soon as they get an application from a student, they are on the way to an enrollment. We know that is not true. This is just one part of a much longer process that leads through to graduation. The path of the actual enrollment process is a long and demanding one guided by the stitch-in process. But what many schools and universities do not recognize is that more than one person needs to be stitched into the many pieces of the quilt that is enrollment and retention.


It is as important, if not even more important to sell to, then enroll the entire family. The issue of the buying group has already been discussed. Now it is time to talk about how to go about enrolling the family. It is actually an easy process and one that reaps major benefits.


If the college enrolls the family, it involves them in the success of the student. It does begin with the buying group but does not end there. Here are seven steps to enrolling the full family or the people who will be the support group to the student.


Seven Steps That Will Enroll Families and Increase Enrollment and Retention


1) When you send the requested information like the view book, sales brochures, invitation to meet with a rep, an application to the student, mail a separate and specifically-targeted mailing to the family.


For example, should a student ask for an information packet, also send one to “the family of…” This smaller packet should have a letter welcoming the interest of the student and the family. True, they may not yet know the student has shown interest in the school but by contacting them you let them know and start the sale to them as well as the potential student. You then have the opportunity to help shape the discussion in a favorable light.


In the letter, let the family know how the school is a good academic and PRACTICAL choice. Talk about the jobs graduates get or grad schools they get into. Obtain permission from some of your successes to mention them and their stories in the letter which points to the short brochure also include.


In the letter also provide the name(s) and telephone numbers or email addresses of any campus contact people should they have any questions. If you have a parent website and/or FAQ, direct them to it. And invite them to campus along with their son/daughter. Start forming your buying group.


2) Create and include a short, graphic and picture heavy brochure that has been created not for the potential student but for the family. Again, if you have success stories, show their pictures and a short story. Certainly show pictures of graduation. That is what they are buying – graduation and success for their children. Provide a picture of the person who they can contact. All this reinforces the letter and reinforces one another.


By the way, if your school has many adult students, you will want to have a separate brochure with adult success stories and husbands and wives helping one another then celebrating at graduation.


3) Include the family in mailings about open houses, tours, new student parties. Have welcoming pre-class start parties for parents and family members so they can meet other parents and family members like them. This can create additional bonds to the school and people engaging in the same adventure. People like to see others like them or doing similar things to provide an internal checkmark against the “Am I doing the right thing?” Nothing says yes like meeting others with the same question saying “yes” too.


And invite children. Provide some babysitting and play for them in another room or area so they can have fun at the school and their parents can spend time on the college, not watching the kids. For older kids, set up a TV, a movie and some refreshments. Moreover, if done correctly, you can start planting a seed for future enrollment growth.


4) Stay in touch with helpful information on the financial aid process, how registration works, payment plans and any other information that could be helpful to families of potential students. Keep this all short and in a relaxed tone. Skip all the academicese, that in-group tech and slang we use to show we are in academia. Something as common as FAFSA for us may be an acronym puzzle for others. Call it the form that you may have to fill out for federal financial aid. We call it a FAFSA – the Free Application for Federal Student Aid. If you want to explain the FAFSA and process, the Wikipedia WikiAnswers is a good place to start. It even explains SARS which may sound like a disease to those who don’t know academic technoslang.


5) When you send out acceptance letters, also send one to the family. By now, you may also have the names of the parents, husbands, wives and even some other family members. If you have them, use them.


Congratulate them as well as the student. Welcome them to the university, college, career school or community college. Then provide a short discussion of what is next for them and the student. Make certain you provide important dates, deadlines and resources as help for them. Also for dorming students, perhaps include a list of what students CAN bring to their dorm room. Be absolutely certain to let them know that the list is not a the student should have… but an it’s okay to have…


Invite the families to a family-only event at the school. Sure they will be at the student and parent orientation but make the people who are paying the bill special. They are the ones who will be there the night the student calls or announces this is just too much for me or I don’t want to study algebra any more or I’ll just never make it here or they just don’t care about me here. Give them the experience of the personal concern the school has as well as some of the resources that can help their family member make it through the I want to quit night. Make them believe in the college by you showing you believe in them.


6) When there is a success or good news story for or at the school, let the families know as well as the students. For example, if the student is a business major and a business grad gets a promotion, it is time to let everyone know about it. Send an email to all the business majors and their families and tell the success story that began at your university.


7) Keep the families in the loop as an important part of their student’s success. Send them emails about events at the school. Let them know when an important date is coming up weeks in advance. For example, an email about finals week can always be helpful especially if you include some helpful things they can consider.

For instance …the coming week can be a tough one for some students. It is the week of final exams for the semester/quarter. This is a time when students are studying hard and even all night to review or read material that might be on an exam.


It might be a good idea to just call to let your son/daughter/husband/wife know now that you know it is a tough week coming up and you are right behind them. Tell them to contact you any time he or she wants just to talk or even to let go some steam or anxiety. Be there for the student. Some families like to send a finals week survival kit with some comfort food, cookies, candy, and whatever their student might enjoy while burning the midnight oil or compact fluorescent light bulb.

And know that if studying gets to be a bit much, we have XYZ to break it all up. The cafeteria is open all night for example for a break, a snack, a cup of coffee or some cake to keep going. And we are all available for a discussion break too or for you to call us and let us know of any issue you wish to discuss. Our special family finals line number is….. and our email is ……..


The Benefits of Enrolled Families


These are seven steps to enroll the family. There are more of course but start with these and you will, your students and your families will enjoy college more. That way, you and they will experience college better, stay moiré and graduate at higher rates.


Oh by the way, it is certainly not only okay but a great idea to include grandparents in all of this. They may be an important part of the student’s family. In fact, it could very well be that they are helping pay for the education. They can also be a valuable contact resource for students who sometimes prefer talking with grandparents about some things than parents. Grandparents can be seen as a more moderate and one step removed so safer to talk with. So, include them as well.


What does enrolling the family mean for you? Well, more income immediately and another benefit later. Increased alumni participation and donations. The more students feel attached to the school, the more they give. And parents can also be a donation source. There have been some major gifts to colleges and universities from parents who are thankful for the help and assistance they provided their sons and daughters, husbands or wives, and grandchildren.


IF THIS ARTICLE MAKES SENSE TO YOU, YOU WILL WANT TO OBTAIN A COPY OF THE BEST-SELLING NEW BOOK ON RETENTION AND ACADEMIC CUSTOMER SERVICE

THE POWER OF RETENTION:

MORE CUSTOMER SERVICE IN HIGHER EDUCATION

by clicking here



AcademicMAPS is the leader in increasing student retention, enrollment and revenue through research training and academic customer service solutions for colleges, universities and career colleges in the US, Canada, and Europe as well as businesses that seek to work with them
We increase your success
Contact Us Today



“We had hoped we’d improve our retention by 3% but with the help of Dr. Raisman, we increased it by 5%.”Rachel Albert, Provost, University of Maine-Farmington


“Neal led a retreat that initiated customer service and retention as a real focus for us and gave us a clear plan. Then he followed up with presentations and workshops that kicked us all into high gear. We recommend with no reservations; just success.”
Susan Mesheau, Executive Director U First: Integrated Recruitment & Retention University of New Brunswick


“Thank you so much for the wonderful workshop at Lincoln Technical Institute. It served to re-center ideas in a great way. I perceived it to be a morale booster,


Tuesday, August 11, 2009

Increasing Enroillments - Buying Groups and Enrolling the Family Part 1


More and more colleges and universities are working aggressively to increase their under-represented student populations. That is a euphemism for students of color, first of family attendees and quite non-traditional learners. But many schools are running into immediate retention issues between the application and the show – between the decision to apply and the equally important to show up for classes - for this population. There are a few simple things to do to increase applications and actual show rates, i.e the percentage of applicants who actually show up and attend.

To increase retention from application to show success is to realize that choosing to attend a particular college is finally a group decision; not that of the applicant alone. Therefore, it is important to enroll and stitch in the entire family.

The Buying Group

Most every college, university, community college and career school make the error of focusing on the individual. Marketing is to the individual potential student.. The interview is with the individual potential student. Paperwork is sent to the individual And the application is completed and signed by one potential student.

But the discussions are with the student’s buying group and they will finally have the greatest sway over a student’s decision to attend or not. So who is the buying group? All those who have any investment in the student attending, or not attending school. For a younger student, this would be the family or grandparents. Perhaps brothers and sisters. Whoever will be assisting with paying and moral support can be part of the group. For an adult learner, the buying group would include a spouse for example, and even perhaps older children.

The buying group is the people with whom the potential student will consult on the effects and costs of going to school. For example let’s say an out of work wife decides to study criminal justice. She has likely spoken about it with her husband. He may even have been okay with the idea; maybe even supportive. She goes to the school, meets with an admissions rep and completes an application. Then she tells her husband she applied and will be taking classes in the early evening.

Hold on! The husband now sees the reality. He will have to be home to help with dinner. Clean the dishes. Oversee homework. Gets the kids in bed and whatever else she normally did. Wait a minute! The husband is supportive of her getting a degree but maybe not as supportive of doing the work. He gets buyer’s regret and conveys it to her. College may not be as exciting a prospect for the family now. And between the application and the first day of classes, there may well be hindrances placed in the way by the spouse. He may well rethink her decision to go to college.

Will she show up for the first day of classes?

Perhaps. But to make that a probably, the college should have made certain that her buying group was with her at the interview and decision. If she brought her husband and even the kids, they all could have gone through the admission process, looked at the issues facing them with her attending school. They could and would likely have discussed them right then and there. Any issues or problems could have been aired and probably resolved.

Further, it is the role and obligation of the admission’s rep to put forward any possible questions for discussion. But this should be done as an assistance to the group. For example, “Okay, let’s take a minute to discuss a likely class schedule and hours so we can better plan for your success.” This way the hours the family member will be away from home do not come as a surprise and the group can work through the possible issues to resolution and support. I recall an interview in which the wife found out she’d be in classes when the couple’s two young children would need to be bathed and put to bed. She worried that she wouldn’t be there for them. “Hey, not a problem. You’ll show me how to do it and I’ll do it so you can get to school”, the husband responded. Dinner? “Just make it up before you go and I can microwave it.” A young woman with a baby and no sitter during the day with her buying group there will almost always get Mom or Grandma to volunteer. But this needs to happen in the pressure of the group.

Being in a group with a unified goal of one of them getting an education and moving ahead does place a certain amount of pressure on each member to help out. The buying group is there to support the objective and the person trying to get there. They would not be there giving their time otherwise. Unless of course one member of the group is there to try to quash the decision. And if that is the case, at least the rep has an opportunity to try to convert the naysayer or at least get issues out and discussed. With the group there. all the issues and questions are raised, discussed, resolved.

Moreover, when the decision is made by the group, it is a much stronger affirmation. For instance, if a young soon-to-be high school graduate is there with his parents for the interview and discussion, they can be brought into the decision as active parties. They can have all their issues resolved. They can even meet with a tuition planner and have a good sense of how school will be paid for rather than just hitting a brick wall when a bill comes in the mail. If they support the decision to apply, they can become the reps and the college’s strongest allies for the student going to and staying in school. After all, this is their decision too as part of the group. They are not going to want to have their decision shot down without a fight.

Equally important is that if buyers remorse kicks in for the applicant, there is a group of people who can help him or her get over the remorse hump. They were there when the initial decision was made and so they will support themselves in their support. Cognitive dissonance will push them to reinforce their initial decision and support.

In Mistakes Were Made (but not by me) (Hartcourt:2007) Tavris and Aronson discuss the virtuous circles that can create a spiral that starts with a deed that helps another or an organization and increases another’s attachment to the person or organization.

BTW, it is just fine to let parents bring their children. In fact, it can be a plus. They can get a good experience at the college and make the parents feel even more comfortable with the decision or support for an older child. Just make sure you provide things for the children to do. For example, get some customized college coloring books made up for the kids to color in. Have some toys for the kids to play with. Lollipops can also make them very happy if the parents agree. For more on this aspect read http://academicmaps.blogspot.com/2008/08/creating-beautiful-pictures-to-aid.html

The group buy also provides the opportunity to enroll the family. Not actually enroll them in actual classes but in a psychic bond with the college. A bond that can and will become a very powerful force in encouraging the student to succeed.

Enrolling the Family – the next section is available by clicking here!!!

IF THIS ARTICLE MAKES SENSE TO YOU, YOU WILL WANT TO OBTAIN A COPY OF THE BEST-SELLING NEW BOOK ON RETENTION AND ACADEMIC CUSTOMER SERVICE

THE POWER OF RETENTION:

MORE CUSTOMER SERVICE IN HIGHER EDUCATION

by clicking here


AcademicMAPS is the leader in increasing student retention, enrollment and revenue through research training and academic customer service solutions for colleges, universities and career colleges in the US, Canada, and Europe as well as businesses that seek to work with them
We increase your success
Contact Us Today


“We had hoped we’d improve our retention by 3% but with the help of Dr. Raisman, we increased it by 5%.”Rachel Albert, Provost, University of Maine-Farmington

“Neal led a retreat that initiated customer service and retention as a real focus for us and gave us a clear plan. Then he followed up with presentations and workshops that kicked us all into high gear. We recommend with no reservations; just success.”
Susan Mesheau, Executive Director U First: Integrated Recruitment & Retention University of New Brunswick

“Thank you so much for the wonderful workshop at Lincoln Technical Institute. It served to re-center ideas in a great way. I perceived it to be a morale booster,