ERD PowerPoint - Merrimack
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Welcome
Transcript of ERD PowerPoint - Merrimack
Welcome
Preparing Students for the 21st
Century Workforce
Merrimack College
We build character, as well as intellect.
More than 60 years ago, the Order of St. Augustine
founded Merrimack College to promote learning,
charity, and community life.
Our mission is to enlighten minds, engage
hearts and empower lives.
Profile of Merrimack Students
2,200 undergraduate students
53% female; 47% male
81% residents; 19% commuters
Four Schools
School of Business (29.2%)
School of Science and Engineering (29.5%)
School of Education (8.1%)
School of Liberal Arts (33.2%)
30+ Academic Majors
60+ Student-Led Clubs and Organizations
93% of students employed full-time or attending graduate school within 9-months of graduation
Average starting salary $41,000/year
61% of students complete at least one internship/co-op
Profile of Merrimack Students
Merrimack College
O’Brien Center for Student Success
Named after James W. O’Brien, Merrimack’s largest
benefactor, having contributed over $10 million in
scholarships and financial aid.
To help successfully transition students from college
to career, in 2012, the O’Brien Foundation
designated $1M gift to create the James W. O’Brien
Center for Student Success.
O’Brien Center - Mission
The mission of the O’Brien Center for Student
Success is to teach, advise, and equip all Merrimack
students to successfully navigate the path from
college to career.
O’Brien Center - Staff
Dr. Heather Maietta, AVP, Career and Corporate Engagement
Lori Dameron, Associate Director
Steven Maser, Assistant Director, Employer Relations
Samantha Medina, Career Advisor
Laura Guarino, Career Advisor
Beverly Hutton, Program Coordinator
Alexandra Finney, Graduate Fellow
Tara Long, Graduate Intern
Maria Russo, Marketing/Communications Intern
2012-2013 Highlights
100% of first year students were registered with
our center.
70% increase in student traffic to our center,
allowing us to continue to serve a wider audience.
Implementation of key career-related initiatives
for undeclared students and first generation
college students
Increased outreach to first year students and our
athlete population.
2012-2013 Highlights
Creation of Employer Relations position, which
allowed us to generate over 4,500 internship, co-op
and full-time employment opportunities for
students and young alumni.
Established Graduate Student career-education
and initiatives to support our new graduate
programs in Management and Engineering.
Career Programming
Career Passport
Career Passport is an introductory career
exploration program offered in partnership with
the Business School as an academic component of
BUS 1100-Essentials of Business.
This partnership allows students to participate in
career-related events and activities early on in their
undergraduate experience.
Destination Exploration
Destination Exploration is designed to support
undeclared students as they navigate the major
and career decision making process.
The program provides students complete support
through a three-tier advising system including: a
career advisor, faculty advisor and peer
ambassador.
Generation Merr1mack
Generation Merr1mack is designed to help first
generation college students strengthen their
college experience through networking
connections and exposure to experiential learning
opportunities.
The program is led by student leaders, faculty, staff
and alumni who also identify as being
first generation.
Don’t Cancel that Class
How to Find an Internship or Co-op or Full-time Job
Writing a Resume and Cover Letter
How to Ace the Interview
Networking/Informational Interviewing
Graduate School Planning
Evaluating and Negotiating Job Offers
Social Media and the Job Search
The First Year of Work
Professional Mentor Program
The goal of the Professional Mentor Program is to
develop value-based relationships that help
students understand the importance of professional
connections as they work progressively towards
their career aspirations.
Program is open to all sophomores and juniors on a
one-time, competitive basis.
Recruiting at Merrimack
Ways to Build Your Brand
Ask an Employer:
Direct contact to Merrimack talent in an informal setting.
Build your organizational brand on campus while also
providing career advice to students.
Research Partners:
Does your company have a research problem that needs
solving? Looking to do a SWOT analysis on an existing or
proposed program or initiative? Our faculty are always
looking to partner with the business community on real-
world, relevant experiential learning opportunities and
research. Let Merrimack solve your problems!
Employer in Residence Program:
Volunteer your expertise during mock interview
sessions. Serve on our employer resume critique rotation.
Industry Specific Fairs:
Brand your organization on campus, engage with the
Merrimack College community, and connect with
students through Merrimack College’s spring career fair
and industry specific career events. These events provide
direct exposure to students and faculty through unique
interpersonal engagements.
Ways to Build Your Brand
Ways to Build Your Brand Who’s Got Talent:
Serve as a judge or a casual observer from the field at
one of our many student capstone project presentations,
poster sessions, or talent expo’s.
Company Information Table & Lunch and Learn:
Share information about employment opportunities
within your company and talk with students in the
Campus Center. Give a 20-30 minute presentation about
your company, followed by a Q&A session.
Ways to Build Your Brand
Employer Panel Discussions:
Talk about your organization and industry, while sharing
personal insights into your own education and career
path.
Classroom Presentations:
Interested in hiring students with a particular major?
Lead a classroom discussion on your field and brand
your company as an industry expert.
Ways to Build Your Brand
Internships and Cooperative Education
Opportunities:
Internships and cooperative education opportunities
(co-ops) allow students to apply classroom knowledge
and skills in a real-world setting.
Highly effective recruiting tools, co-ops and internships
allow you to evaluate an individual’s abilities and long-
term potential.
Upcoming Fall Events
On-Campus Interviewing: Sept 19-Nov 15
Finance Networking Lunch: September 23
Finance Fair: September 25
Accounting Networking Lunch: October 10
Accounting Fair: October 16
STEM Fair: November 20
Ask an Employer:
Liberal Arts: October 2
Math and Science: November 12
Engineering & Technology: November 13
2013-2014
At-a-Glance
Externship Program
Host a student at your organization for short-term
learning opportunities.
Choose three weeks; one week; or one day
placements.
Engage students on various levels of your
organization while utilizing young talent to move your
organization forward.
Corporate Relations
Create holistic value to corporations who engage
with Merrimack College by facilitating access
across the college.
Maximize the flow of connections to the college
through a one-stop-shopping, where the O’Brien
Center for Student Success becomes the hub for all
college – industry relations.
Corporate Relations
Work to develop collaborations that support the
mission of each partner
Identifying and matching company’s strategic
needs and the college’s strengths
Listening to all stakeholders, helping identify
shared goals and designing projects and initiatives
that create mutually beneficial outcomes
Ensure company’s goals are met
Helping faculty and administrators collaborate
effectively with corporate partners
Possible Areas of Entry
Executive Education
Student Recruitment and Engagement
Research Collaborations; Sponsored Research
Branding and Marketing Opportunities
Economic Development, IP, Licensing
Other Notable Goals
Create professional and career-related curriculum
programming for second year students, building on
the First Year Experience course.
Strengthen existing programs and deliver new student
success services to encourage career-related
exploration early and often.
Expand Mobile Career Services to target and infuse
non-represented areas of campus with career
presence (Library; Residence Halls; Academic Bldgs).
Other Notable Goals
Recruit at least 15 new employers and assist 75 students in co-op and internship experiential learning opportunities.
Launch new recruiting database to communicate more effectively with key campus offices, such as Registrar’s, Academic Enrichment, Alumni, and Advancement, as well as our external partners.
Create an Employer Advisory Board to consult on new Corporate Relations Program and other O’Brien Initiatives
Other Notable Goals
Conceive and launch a co-op awards program to
incentivize students to engage in and faculty to promote
cooperative education.
Work in collaboration with Enrollment Management to
create career-related professional development
program tied to new student acceptance packages:
Linked In Scholars.
O’Brien Center for Student Success
Preparing Students for the 21st Century
Workforce
Creating the link between college and industry
www.merrimack.edu/obriencenter
Dr. Lauren G. Bent
Assistant Dean of Campus Life and
Director of International Programs
For Hire: International Students
Learning Outcomes
Understand international student trends in U.S.
higher education
Identify the benefits of hiring international students
and graduates
Become familiar with basic employment
authorization of international students and
graduates
Learn about internationalization initiatives at
Merrimack College
Definition of Terms
International Students:
are seeking a degree or studying abroad at Merrimack College; AND
were not born in the United States and are not a U.S. citizen; OR
do not have a green card granting permanent residency (i.e. resident aliens).
F1 students: seeking a degree at Merrimack College
J-1 students: studying abroad at Merrimack College.
SEVIS: Student Exchange and Visitor Information System
Definition of Terms
Employment is any type of work performed for
services provided in exchange for money, tuition, fees,
books, supplies, room, food or any other benefit. If a
student receives no pay or other benefit for the work
performed, this activity is not generally defined as
employment and may be considered to be volunteer
work. However, a student may not work without
payment for a job that would otherwise be paid to
someone else.
(Retrieved from Babson College)
International Student Trends in U.S.
Higher Education
228,467 new international students studied in U.S.
colleges and universities in the 2011-2012 academic
year.
New international student enrollment- students enrolling
for the first time at a U.S. institution in fall 2011-
increased 6.5% over the previous year.
764,495 international students in U.S. colleges- 3.7% of
students enrolled in U.S. colleges and universities are
international.
Last year, Merrimack hosted 163 international students
(7.5% of student population) (Information retrieved from Open Doors (2012) Institute of International Education)
Top 10 Places of Origin
China: 25.4%
India: 13.1%
South Korea: 9.5%
Saudi Arabia: 4.5%
Canada: 3.5%
Taiwan: 3.0%
Japan: 2.6%
Vietnam:2.0%
Mexico: 1.8%
Turkey: 1.6%
Top U.S. States hosting international
students
California: 6.5% increase
New York: 4.5% increase
Texas: 0.2% decrease
Massachusetts: 6.6% increase
Illinois: 6.4% increase
Pennsylvania: 9.5% increase
Florida: 9.6% increase
Ohio: 7.0% increase
Michigan: 3.6% increase
Indiana: 10.4% increase
Top Fields of Study
Business and Management: 21.8%
Engineering: 18.5%
Math and Computer Science: 9.3%
Social Sciences: 8.7%
Physical and Life Sciences: 8.6%
Fine and Applied Arts: 5.5%
Intensive English: 5.1%
Health Professions: 3.9%
Education: 2.2%
Humanities: 2.1%
Agriculture: 1.4%
Other Fields of Study: 10.1%
Undeclared: 2.9%
Benefits of Hiring International Students
To compete in a global economy, businesses need global
talent.
International candidates speak the language of the
countries where organizations are doing business or
seeking new opportunities for growth.
Because it can be difficult for employees on a work visa
to change jobs, international employees are less likely
to leave unexpectedly. This lowers your costs for talent
recruitment in the long-term while also creating loyalty
among your employees.
(Retrieved from Dartmouth College)
Benefits of Hiring International Students
They bring valuable
new perspectives
and problem-solving
skills to the way
companies do
business.
Benefits of Hiring International Students
International students who want to study and work in the
US or another foreign country have tremendous
adaptability and perseverance. They are accustomed to
managing change after having to adjust to another part
of the world with different customs and a different way
of life.
If an international student has a specialized skill set or
range of global experiences that the employer desires, he
or she may be a better fit for the position than available
US candidates.
International employees make it easier for companies to
attract and retain a diverse workforce.
Employment Authorization for F-1
International Students
Curricular Practical Training (CPT)
Must relate to student’s major and the experience must be part
of the program of study. If the experience is not required, the
student must be earning credit for it.
Students must have been enrolled full-time and in good
academic standing for one academic year; graduate students
may begin CPT during their first semester if their academic
program requires this type of experience.
CPT may be either full-time or part-time (less than 20 hours
per week); If a student completes 12 months or more of full-
time CPT, he/she is ineligible for OPT, however part-time CPT
will not prohibit students from engaging in OPT.
(Information retrieved from www.ice/gov.sevis)
Employment Authorization for F-1
International Students
Optional Practical Training (OPT)
OPT must relate to student’s major or course of study.
Student may apply for 12 months of OPT at each
education level; 17-month extension is available for
students in STEM majors.
Student must apply for work authorization by
electronically filing a Form I-765, “Application for
Employment Authorization,” with U.S. Citizenship and
Immigration Services (USCIS) and paying a filing fee.
While school is in session, student may only work 20
hours per week.
Employment Authorization for J-1
International Students*
Academic Training (AT)
Must relate to student’s major and the experience must be part of
the program of study. If the experience is not required, the
student must be earning credit for it.
The maximum period of AT that can be authorized is 18 months,
but it cannot be longer than the total length of student’s program
of academic study (i.e. if a student is enrolled in a 4 month
program he/she would be eligible for a 4 month period of AT).
Ro be eligible, students must be enrolled full-time; be in good
academic standing; obtain a specific offer of employment that is
directly related to their field of study; and be recommended by
an Academic Advisor for specific training
Initiatives at Merrimack College
Internationalization Leadership Team: Comprehensive
Internationalization
Goal 1: Ensure the development of international, multicultural, and
multilingual competencies among all constituents of the Merrimack College
community
Goal 2: Increase the number of international students at Merrimack College
while creating a welcoming and supportive infrastructure to promote their
integration, persistence, and success
Goal 3: Increase student participation in meaningful off-campus and/or
study abroad programs in which students are appropriately challenged and
supported through immersion experiences
Goal 4: Develop a sophisticated organizational structure with
comprehensive policies and procedures to manage college-wide
international, multicultural, and multilingual affairs
• Welcome Dinner
• Errands (Shopping, cell phones,
bank accounts, etc.)
• SEVIS and Community Standards
Sessions
• Day trip to Boston
• Academic Orientation for
International Students
• Merge into new student
orientation
• NEW! First Year Experience for
International Students
International Student Arrival and Orientation
Social and Cultural Events
International Assistant
Program
World Peers student
organization
Thanksgiving for
International Students
Thanksgiving Host family
program
Global Trivia
Global Village
International Tea
Leadership Roles
Study Abroad at Merrimack College
Study Abroad
www.merrimack.edu/studyabroad
In 2012-13, 18% of Merrimack students studied abroad.
Students in all majors are encouraged to study abroad.
Short-term programs led by Merrimack faculty
Students may go abroad during any year
“Pellegrinaggio” (Italy); “Summer Session in San Gimignano” (Italy); “Summer Session in Wroxton” (England); “Writing through War & Peace” (Ireland)
Semester and full-year programs
Students typically study abroad in their junior year
Australia; Argentina; China; England; France; Greece; Ireland; Italy; and Spain
Improved access to international education
Please enjoy lunch and networking
Evolving Talent Strategy to Match
the New Workforce Reality
Millennial Employees
Work/life balances is one of the most significant
drivers of employee retention and a primary reason
this generation of employees may choose a non-
traditional professional career track.
Key Findings
Many Millennial employees are unconvinced that
excessive work demands are worth the sacrifices to
the personal life.
Key Findings
Millennials employees (and non-millennial
employees) want greater flexibility at work, and
some will exchange pay to make this happen.
Key Findings
Millennials say that creating a strong cohesive,
team-orienting culture at work and providing
opportunities for interesting work-including
assignments around the world- are important to
their work happiness, even more so than their non-
Millennial counterparts.
Key Findings
While the same basic drivers of retention exist in
both Millennials and non-Millennials, their
importance varies.
Millennials placing a greater emphasis on being
supported and appreciated.
Emotional Connection to the
Workplace
Balance and Workload
• Work/life imbalance
• Impact of workload
• Manageability of the workload
Engaging Work, Development and
Opportunities
Work that is interesting and meaningful
Support for professional development
Knowledge and influence about opportunities
People and Teams
The team (co-workers)
Mentors and supervisions
Friendship and work
Competitive Pay and Job
Opportunities
Perceived pay equity
Job opportunities internally vs. externally
Emotional Connection = Retention
Creating a Millennial-
Friendly Workplace
Create a Flexible Work Culture
Fully Leverage Technology
Increase Transparency Around
Compensation, Rewards and
Career Decisions
Build a Sense of Community
Evaluate the impact that Millennials
may have on the contingent
workforce strategy of your
organization.
Invest Time, Resources and
Energy to Listen and Stay
Connected With Your People
One Size Does Not Fit All
In Conclusion…
To foster a greater sense of commitment among
Millennials it will be necessary for organizations to
transform the core dynamics of the workplace.
Take away questions…
Long-term, how will this shape our workforce?
Will their beliefs change over time?
Student Panel
Thank You
Nuts and Bolts of a
Successful Internship
What is an internship?
A carefully monitored work or service
experience with intentional learning goals which
actively reflects learning throughout the
experience.
May Be:
Paid or unpaid
Full or part time
Duration varies but generally 3 to 6 months
Includes learning objectives, reflection and
evaluation
Why hire interns?
Consider the value of your time and mission of the
company
Think about projects, short-term tasks and
department needs
Consider processes in your company that are
inefficient or in need of modification
Develop a pipeline of future hires
$10 Tasks vs. $100 Tasks
Consider the value of your time
Take a moment to jot down all the “ten dollar tasks” you perform which could be delegated to a $10/$15 hourly intern and allow you to focus on $100 tasks.
What are some projects and department needs which could be met using an industry-specific short term labor pool?
What are those $100 tasks you may need assistance with?
Value of Interns
Opportunity to gain access to high-quality, highly motivated talent
Tap into sources of innovation and process improvements
Benefit from a cost-effective and flexible workforce
Freedom for professional staff to pursue more creative projects
Your image in community is enhanced by contributing your expertise to an educational enterprise
Getting Started: Internal Assessment
Assess your needs: current and projected
Need help on current project, starting a new project,
expertise in specific field?
Consider strategic allocations of time and labor
Do your research: talk to managers, career centers,
mentors
Write a plan of action: be clear about why you are
hiring an intern
Recognize your commitment in serving as host and
mentor to interns
Getting Started: Intern’s Role
Write a job description. Structure position with goals
and timelines to ensure success while developing an
intern’s role and responsibilities:
Work plan should minimize menial tasks
Emphasize experiential learning
Develop soft skills: presentations, interactions with
professionals, networking
Identify a supervisor for day-to-day direction,
assigning tasks and professional development
Provide a workspace: desk, telecommunications,
parking
Work with career centers to post opportunities
and develop a relationship.
Align your needs with institutions who have industry-
specific programs
Establish a contact person at college where
recruitment takes place
Choose your interns as carefully as a permanent
employee
Identify rate of pay
Know the legal implications of hiring interns
Inform career centers of internship hires
Recruitment
Managing The Intern
Set proper precedent first week of hire
Provide detailed work plan and deliverables with associate timelines, identify supervisor and review with intern
Give intern the resources needed to get job done
Provide plenty of feedback and evaluate progress routinely.
Students want to know what they are doing well and recommendations for improvement
Provide a final evaluation of performance
Report a hire to career center
Legal Issues The U.S. Fair Labor Standards Act (FLSA) restricts an employer’s ability to use unpaid interns but does not limit an employer’s ability to hire paid interns. Interns do not need to receive compensation if they qualify as trainees.
DOL criteria for determining trainee status:
Interns cannot replace regular employees
Interns are not guaranteed a job at the end of the internship
Interns are not entitled to wages during the internship
Interns must receive training, even if it somewhat impedes the work of your organization
Interns must get hands-on experience with equipment and processes used in your industry
Interns’ training must primarily benefit the intern, not the company
The O’Brien Center :
Your Partner in Success
2nd floor, Sakowich Campus Center
www.merrimack.edu/obrien
978.837.5480
