From SEM to GEM: A Model for

Graduate Enrollment Management

AACRAO 2014 Annual Meeting

Thomas P. Rock, Ed.D.Associate Dean of Enrollment Services

Columbia University, Teachers College

Past President, National Association of Graduate Admissions Professionals (NAGAP)

2006-2008

Overview

Graduate education in the U.S.

Strategic graduate enrollment management

NAGAP GEM model

GEM organizational charts

Strategies for creating GEM models on campus

The graduate student experience

Graduate Education in the U.S.

~1,800 regionally accredited institutions offering

graduate programs

Over 2.9 million graduate & professional students 58.8% women

10.5% international

851,583 graduate degrees awarded in 2009-2010 693,025 master’s degrees

158,558 professional (JD, MD) and doctoral degrees

Source: Digest of Education Statistics , U.S. Department of Education (Fall 2010)

Enrollment Trends in the U.S.

Graduate Enrollment by Institution Type

Source: Digest of Education Statistics, National Center for Education Statistics, Department of Education

Enrollment Trends in the U.S.

Graduate Enrollment by Gender

Source: Digest of Education Statistics, National Center for Education Statistics

Enrollment Trends in the U.S.

International Graduate Enrollment

Source: Institute of International Education, Open Doors Report on International Educational Exchange

Strategic Graduate Enrollment

Management

Strategic Enrollment Management (SEM)

“A comprehensive approach to integrating all of the

University’s programs, practices, policies, and planning

related to achieving the optimal recruitment, retention,

and graduation of students. “Optimal” is defined by the

institution’s mission, academic vision, and strategic

plan.”

David Kalsbeek, DePaul University

Graduate Enrollment Management

General Philosophy

Commitment to recruiting and retaining a diverse

population of students.

Desire to prepare students for a global environment.

Select students who are a good “fit” for our institutions,

based on a holistic review of their experience,

background and skills.

Graduate Enrollment Management

Key Features

Primary goal is to recruit and retain the student

population that meets the institution’s interests and

built on an understanding of the institution’s culture,

priorities, and resources.

Involves every stage of the student life cycle:

prospect applicant admit student alumnus

In terms of policies, processes, and structure, one

size does not fit all.

Successful Graduate Enrollment Management

1. Carefully tailored to the size, resources, and culture of the

institution.

2. Meets the needs and priorities of the institution and graduate

programs, faculty, and students.

3. Uses resources efficiently and effectively.

4. Ensures quality and consistency.

5. Provides excellent service to internal & external constituencies.

6. Supports a shared vision of both short-term enrollment

objectives and long-term strategic goals.

7. Encourages excellent communication and collaboration across

functions, offices, and departments.

The Graduate Student

Experience

The Student Life Cycle

Prospect Applicant Admit Enrolled

Graduate Postdoc/

Visiting

ScholarDonor?

Strategies for creating a GEM Model

Prioritize and plan, focusing on long-term results,

not just a quick fix.

1. Clearly identify objectives and the targeted audience.

2. Work from the data: do an internal assessment and an

external (environmental) scan.

3. Develop a plan.

4. Use resources wisely.

5. Track, evaluate, and revise: be creative and responsive.

Defining Objectives & the Audience

Objectives: To diversify or internationalize your campus?

To increase enrollment and revenue?

To increase student quality by attracting top candidates,

wherever they are?

To create a critical mass of students from specific countries

or regions of the world?

Target audience (market research): Who are they?

Where are they?

How do you reach them?

Why would they be interested in your programs?

Internal Assessment

1. The academic program: Enrollment trends (growth/decline,

conversion rates); program costs & characteristics; graduate support

2. Current student data: Demographics (geographic origin,

gender, ethnicity); sources of support; satisfaction with the program;

academic trends (average credit hour, time-to-degree, attrition rates)

3. Applicant data: Where they come from/how they heard about you;

perceptions of your institution; motives and goals

4. Current Recruitment Efforts: Quantitative and qualitative

assessments of marketing and recruitment activities (what has worked and

what hasn’t); the weakest and strongest points in your enrollment

management cycle

External Scan

The profession: Changes in the job market and

entry-level requirements

Competition: Other institutions, plus non-academic

options for prospective students

Demographic trends: Growth/decline in target

audience

External Sources of Data

Government reports – population and workforce trends and

projections

Professional associations – changes in entry-level

credentials and the job market

Project Atlas – data on student mobility (Institute of

International Education, www.iie.org/en/Research-and-

Publications/Project-Atlas)

International Student Barometer – student perceptions and

experiences (i-graduate, www.i-graduate.org)

Conversations with colleagues, alumni, and employers

Developing a Plan

Identify available resources to attract, support, and retain

students, and redistribute as necessary.

Evaluate current recruitment efforts, and identify challenges

and opportunities.

Tailor your activities and message to the knowledge level

and needs of the audience.

Integrate a variety of strategies: merge proven methods

with new ideas.

Think long-term: integrate marketing and recruitment with

the overall admission and enrollment process.

Using Resources Wisely

Current Students Good source of information about their geographic region.

Connect with prospective students from their city/country.

Faculty Incorporate activities recruitment with professional travel.

Use connections with other universities, governments, and

corporations.

Alumni Outreach to prospects in their city/country.

Serve as university representative at graduate school fairs.

Host admitted student receptions and pre-departure events.

Tracking and Evaluation

1. Keep records: who, what, when, and how.

2. Update the internal and external assessments: Analyze results and progress toward goals.

Identify changes in internal/external factors that may

have affected the results.

Re-assess the university and targeted audience.

3. Make a new plan: Re-define enrollment goals as needed.

Fine-tune marketing and recruitment methods.

Strengthen tracking mechanisms.

A Successful and Strategic

GEM Model

1. Reflects the values and mission of your institution

2. Focuses on your defined objectives and target audience.

3. Can be supported by available funding, staff, and other

resources.

4. Based on a realistic assessment of institution culture

5. Incorporates and integrates established GEM methods with

new & innovative techniques and strategies.

6. Meets your institutional goals.

Thank you & Questions