Transcript NCWE: National Council for Workforce Education  An affiliate council of the American Association of Community Colleges (AACC)  A national forum for administrators,

NCWE: National Council for
Workforce Education
 An affiliate council of the American Association of Community
Colleges (AACC)
 A national forum for administrators, faculty, business, labor, military,
and government in workforce education, to affect and direct the future
role of two-year and other post-secondary institutions in workforce
education and economic development
 The link between policy and workforce education and economic
development by providing support, research, and critical information
to members on current and future trends and policies.
http://www.ncwe.org/?page=workforce_dev_report
GETTING STUDENTS JOBS:
Engaging Employers, Career Services
and Work-based Learning
Darlene G. Miller, Ed.D.
Executive Director
National Council for Workforce Education
Carol Kuhns
HR Business Partner, Pioneer Human Services
HR Professional Consultant
AGENDA











www.ncwe.org
Introductions
Why Engage Employers
Strategic Engagement
Continuous Engagement
Career Center and Employer Engagement
Marketing the Career Center
Helping Students Articulate their Competencies
Internships
Long Term Impact of Employer Engagement
Celebrate!
Homework
Employer/Educator
Disconnect
 Last year, a Gallup poll (sponsored by the Lumina
Foundation) revealed that 14% of Americans and only
11% of business leaders – strongly agree that post
secondary graduates have the skills and competencies to
succeed in the workplace
 Concomitantly, a survey conducted by Inside Higher Ed
in conjunction with Gallup found 96% of Chief
Academic Officers believe they are successfully
preparing students for the workforce
EMPLOYER/EDUCATOR
DISCONNECT
 College for America study that found the difficulty in
finding well qualified applicants is a key challenge for
85% of HR and director-level respondents and it is
across all sectors!!
Stark disconnect between what employers want and
need to fill the skills gap and how educators view their
education/training programs and the competencies of
their graduates!
Employer v Educator
Activity #1
Why Engage Employers
Why Engage Employers?
 Understand the skills gap and to truly understand the
competencies and skills that employers want and need
to achieve growth and prosperity
 To validate and ensure curriculum currency that meets
both accreditation requirements and business needs.
 Stay on top of new technologies employed in the
workplace
Why Engage Employers?
 Guarantee that the program meets local labor market
demand and if not, determine necessary changes
 Contribute to the economic wealth of our communities
Strong relationships ensure that program
completers get jobs!
Engaging Employers is
Hard Work!
 Technology and the daily influx of emails, tweets, etc
have made our lives very, very busy
 Employers are concerned about the bottom line making
it hard to be away from their daily operations – TIME
IS MONEY!
 Industries must shift and change to remain competitive
in a global economy
Riding the Employer
Roller Coaster
Even though they are our
customers, they don’t
always know what they
need and then they change
their minds!
If We Get Off the Roller
Coaster Too Soon…..
 Solve an anecdote and never
uncover the root problem
 Create training programs in
which there are no jobs!
STRATEGIC ENGAGEMENT
Employer Engagement
Strategies
An Employer Engagement Strategy must
be part of the College’s Strategic Plan!
 Who is responsible?
 What type of resources do they need to achieve success?
 What are the goals and expected outcomes?
 How will you measure success?
Employer Engagement
Strategies
 Plan must include feedback loops to all member of the
college, particularly technical faculty
 How do Advisory Boards and faculty connect to the
career center staff?
 How do Advisory Boards and faculty connect to the
College Foundation?
 How do you loop back the President’s connections in the
community to the faculty and the programs
Employer Engagement
Strategies
 What are the plans to
ensure that engagement
is ongoing and
continuous?
 As Nan Poppe likes to say,
“the cows need to be
milked every day!”
Critical Role of the
College President
 Business Leaders see the College President as
their peer
 Employers want to be strategic partners with the
college and not just called by faculty when they
need a piece of equipment
Critical Role of the
College President
College President can turn employers from
“advisory” or “transactional” partners to
STRATEGIC PARTNERS
BEST PRACTICES/IDEAS FOR
STRATEGIC ENGAGEMENT
President’s Listening Tour
 Instead of expecting businesses to come to us, going
to their workplace shows that the president values
the partnership and builds trust.
 The conversation should be about the employer
and not about the college!
President’s Listening Tour:
Engaging Questions
 What keeps you up at night?
 What contributes to your
company’s productivity and
growth?
 What are your current labor market
needs?
President’s Listening Tour:
Engaging Questions
 Is there a skills gap between our programs and
your needs?
 What are your future labor market needs?
 How can the college help in addressing your
challenges?
President’s Listening Tour:
Closing the Feedback Look
 Who is responsible for getting the results
from the listening tour to the faculty and
programs?
 What type of future events are planned
based on what the president learned?
Breakfast with the
President
This is the opportunity for the president
to talk to employers!
Needs to be an event that
occurs before they start their
business day!
Start at 7am and get folks out
and back to work by 8am
Structuring Breakfast with
the President
 Thematic around an industry-cluster so that
business leaders are joining their peers
 Strategically place faculty and students
around the room so they can engage with
employers
 Ask the employers to bring one or two peers
– they become not just participants, but part
of the planning!
Mutual Beneficial Activities
 Ask employers to join the president
when speaking to the legislator
regarding funding
 President joins the employer when the
legislature or local community is
discussing changes to tax codes or
other issues that impact employers
 President and employer work together
to assist in strengthening K-12
CONTINUOUS ENGAGEMENT:
Cultivating a Long-Term, Trusting
Relationship
Hooking up the
Employer
 Employers really do want to contribute to
their local college as part of their
commitment to the community
 If you don’t ask, you don’t know what
they are willing to do for the college
Hooking up the
Employer
After Breakfast with the President, or
Listening Tour, send the employers a
“checklist” asking how they would like
to be engaged
Employer Engagement
Checklist
 Serve on advisory boards
 Donate equipment or supplies
 Speak in classes
 Involvement in facilities design and
equipment purchases
 Consult with the college on customized
training
 Partner with the president on K-12 initiatives
 Attend college events (sports, theater, etc.)
Employer Engagement
Checklist
 Offering student or faculty internships
 Post job openings on campus
 Participate in career fairs
 Donate equipment or supplies
 Offer job shadowing
 Do mock interviews with students
 Review resumes
Continuous Engagement
Action Plan
 Ask the employer to identify key staff at
their company to engage with the college
 HR staff to participate in career center activities?
 Production staff to serve on advisory boards or
help faculty with curriculum or equipment?
 CEO assistant to hook up with the college
President’s Office and Foundation Office
Continuous Engagement
Action Plan
 Engage the entire college accordingly by
merging the checklist with college staff
responsibilities
 Connect faculty with potential advisory board
members
 Connect faculty with production supervisors
interested in donating equipment
 Connect career center staff with HR staff to
participate in job fairs, etc.
BEST PRACTICES FOR
CONTINUOUS ENGAGEMENT
• Direct Exposure
• Job Applicants
• Industry
• Feedback
• Tax Incentives
• Employee
Training
• Bottom Line
Support Level
• Program materials
• Faculty Tours
• Recommendation letters
• Refer unsuccessful
applicants
Partner Level
• Observe/Present to
classrooms
• Student Tours
• Resume workshops
• Job/career fairs
• Mock interviews
• Advisory board
• Curriculum changes
• Use of logo
Champion Level
• Internships
• PD for faculty/staff
• Scholarships
• Incumbent worker training
Sustaining the Relationships
• Find a method of
sharing what the
companies are willing to
do
• Add point of contact’s
information
• Share this with the
appropriate faculty/staff
Engaging Other
Community Partners
 Collaboration and partnerships with WIBS and
economic development agencies in:
 Sector Strategy Initiatives
 Economic Development Initiatives
 Career Pathways developing including K-12
 Invite employers, WIBS, economic development
agencies, chambers, etc. to participate in a gap analysis
at the college so that everyone understands employer
needs versus supply pipeline
Strong WIB Partnership
• WIB Staff make numerous visits to the KYTE
classroom in order to keep them aware of
both PACE and SLCC class offerings
• WIB runs the career fair for the college
– Resumes, cover letters, interviewing skills, tips
for looking for jobs, and registering students
on HIRE
• WIB staff have also met with the Aspen
Institute and attending the Super Site visit
meeting
Placing Staff at WIB
PRCC has two staff who work at the WIN Job
Centers
– Dislocated Worker/ITA Coordinator travels to
each of the job centers in the district once a week
– WIN Office Technology Instructor teaches courses
at the WIN Job Center and is permanently located
at the WIN Center in Hattiesburg
– Both positions are grant funded positions
through DOL
CAREER CENTER AND
EMPLOYER ENGAGEMENT
Career Center
Strategic Plan
 Employer Engagement Strategy should be part of
the Career Center’s Strategic Plan
 Employer Engagement Checklist
 What did the checklist identify as to how employers
would like to engage with the career center
• What types of activities would they like to be engaged in?
• Career center matrix to match activities to employers
 Who should the Career Center engage/connect with at
the employers?
Career Center
Strategic Plan
 How does the plan include feedback loops to all
member of the college, particularly technical faculty
and your students
 How does the Career Center staff connect with Advisory
Boards and faculty?
 How do the Employers connect with the Career Center staff?
 What are the plans to ensure that engagement is
ongoing and continuous?
 Don’t make contact once and then expect that employers will
know that there are activities for them to engage in – make it
continuous!
Why We Want Employers to
Engage with the Career
Center
On-campus
student
exposure
•
•
•
•
•
•
Industry expos
and job fairs
Work-Readiness
Workshops
Mock interviews
Résumé review
Guest lectures
Networking events
Commit to
interview
students
Workplace
learning
•
•
•
Host interns
Host job
shadowing
Host Site Visits
•
•
•
Students as
potential
employees
Post a job or
internship
On-campus
interviewing and
pre-screening
Career Center
Activities
 One-on-One Career Coaching and Advising
 Career Pathway Options
 LMI data and local jobs and wages
 Assessment Tools
Kuder http://www.kuder.com/
MAPP http://www.assessment.com/?Accnum=06-5639-106.00
Internship Predictor http://www.internships.com/predictor
Omni Behavioral Assessment
http://www.omniagroup.net/?page_id=46
 Birkman http://www.birkman.com/images/uploads/bannerimage-1.jpg
 Strong Interest Inventory
http://www.discoveryourpersonality.com/stronginterestinventoryc
areertest.html




Career Center
Events
 Career Fairs
 How do you market the career fairs?
 What is the role of faculty?
 What is the role of employers?
 On-Campus Recruiting Events
 On-Campus Interviewing and Screening
Career Center
Job Search
 Online Job Board
 How do Employers post jobs?
 Where is it located on your website?
 Can students apply online?
 Job Search Coaching
Career Center
Job Search
 Application Support
 Developing resume and cover letter
 Resume Review
 Mock Interviews
 Work Ready Workshops
CAREER CENTER BEST
PRACTICES
Outstanding
Employer Partnership
Rush Health Systems is highly involved in helping
students get employment by participating in:
–
–
–
–
–
Job Fairs
Mock interviews
Pre-hire screening (CRC Workkeys)
Guest speakers for courses
Job shadowing/work experience hours
Career Services Job
Readiness Training
Interactive workshops and events in the
following areas:
•
•
•
•
•
•
•
•
•
•
•
Attitude and personality
Time and stress management
Ethics and Diversity
Conflict and problem solving
Etiquette and Appearance-Host Style Shows involving business
and industry
Resume, cover letters, and proper e-mail formats
Career Fair preparation
Career Fairs
Visits into classroom from business and industry, discussing
professionalism and what they seek in employees
Industry specific internship training/internships
Interactive “Meet and Greet” with employers/students
“Meet and Greet”
Employer/Student Luncheon
Brings students and businesses
together to explore potential
career pathways and employment
11:30-12:15-Light lunch while employers take
10 minutes to discuss their organizational
functions and career pathways
12:15-1:00-Round table discussions with
employers/students, broken into 3
concentrations: Computer Networking,
Medical Coding/Billing, and Business
Technology.
1:00-2:00-Individual conversations with
students for potential
employment/internships
CenturyLink and Union General
Hospital staff with students
MARKETING CAREER
SERVICES TO STUDENTS
AND EMPLOYERS
Career Center Web Site
 Ease of access for employers
and students
 How many clicks does it take to
find the Career Center?
 Are Workforce, Continuing
Education and the Career Center
linked for ease of access?
Examples of Links
For Students
 How easy is it for students to find the career center?
 Is it buried under student services or under
workforce?
 Are there services the students can access online?
 Assessments
 Build Your Own Resume
 Current job postings
For Employers
 Are your services clearly articulated and easy
to find?
 Remember for employers, time is money
 Are there services employers can access
online
 For example: posting a job, internship
posting, job fair registration
For Employers
 Can employers post jobs electronically on your
site?
 Is there a cost?
 Is there some type of commitment needed from
the employer if this service is free
ACTIVITY:
MARKETING CAREER SERVICES
Marketing Career Services
 Identify 5 strategies to market career services to
employers
 Identify 5 strategies to market career services to
students
 Identify 5 strategies to connect CTE programs
and employers to the Career Center
HELPING STUDENTS ARTICULATE
THE SKILLS EMPLOYERS WANT!
What are the Basic Skills
Employers Want?
 Occupational Specific Skills
 Baseline Skills often called “Soft Skills” –
EMPLOYABILITY SKILLS
Why is Knowing These Skills
Important?
 Impact on the curriculum
 Helping students create
resumes that clearly
articulate all of their
knowledge, skills and
abilities!
ACTIVITY:
IDENTIFY THE SKILLS
Skills Activity
 For GCIT folks, focus the activity on an industry
you are supporting with the grant
 For non-GCIT folks, pick one of your area’s top
industries
Skills Activity
 Identify the top 10 skills that employers are
looking for in that industry?
 How do you ensure that students possess
those skills?
 How do you know there are jobs in your
community/region in that industry?
 Where do you get your data?
State of LA
Top Employers (Year to Date)
•
126,252 Job Postings
Top Employers
State of Louisiana
Ochsner Clinic Foundation
Louisiana Hospital Association
CHRISTUS Health
Entergy
Capital One
Lowe's Companies, Inc
Louisiana Workforce Commission
Marriott International Incorporated
Hospital Corporation of America
US Army
C.R. England, Inc
Department of Veterans Affairs
Boyd Gaming Corporation
0
500
1,000
1,500
2,000
2,500
3,000
Job Postings
@ 2015 Burning Glass Technologies - Proprietary and Confidential
66
State of LA
Top Skills (Year to Date)
•
126,252 Job Postings
Top Specialized Skills
Top Software Skills
Top Baseline Skills
• Repair
• Microsoft Excel
• Communication
• Sales
• Microsoft Office
• Organization
• Scheduling
• Microsoft Powerpoint
• Writing
• Inspection
• Microsoft Windows
• Customer Service
• Patient Care
• Microsoft Word
• Planning
• Accounting
• SAP
• Problem Solving
• Mathematics
• SQL
• Supervisory
• Cleaning
• Word Processing
• Relationship Building
• Store Management
• Oracle
• Detail-Oriented
• Product Sale & Delivery
• Extensible Markup
Language (XML)
• Research
@ 2015 Burning Glass Technologies - Proprietary and Confidential
67
State of LA
Top Employers in the Computer and Mathematical Occupational Family
(Year to Date)
•
7,330 Job Postings out of a total of 128,839 Total Job Postings in LA
Top Employers
Computer Sciences Corporation
State of Louisiana
IBM
Blue Cross & Blue Shield Of Louisiana
Best Buy
CGI Group
Virgin Galactic
Centurylink
Ochsner Clinic Foundation
Lafayette Economic Development Authority
Adcap
Louisiana Hospital Association
General Electric Company
0
50
100
150
200
250
Job Postings
@ 2015 Burning Glass Technologies - Proprietary and Confidential
68
State of LA
Top Skills in the Computer and Mathematical Occupational Family
(Year to Date)
•
7,330 Job Postings out of a total of 128,839 Total Job Postings in LA
Top Specialized Skills
Top Baseline Skills
• Technical Support
• Communication
• SQL
• Troubleshooting
• Website Development
• Organization
• JAVA
• Writing
• Oracle
• Problem Solving
• Javascript
• Customer Service
• System and Network
Configuration
• Planning
• Repair
• Research
• Cisco
• .NET Programming
@ 2015 Burning Glass Technologies - Proprietary and Confidential
• Project Management
• Quality Assurance &
Control
69
State of MS
Top Employers (Year to Date)
•
69,522 Job Postings
Top Employers
C.R. England, Inc
State Of Mississippi
Community Health Systems Professional…
US Army
Lowe's Companies, Inc
University Of Mississippi Medical Center
Mississippi State Hospital
Army National Guard
Department of Veterans Affairs
Baptist Memorial Health Care Corporation
Pizza Hut
Boyd Gaming Corporation
North Ms Medical Center (Nmmc)
CVS Caremark
LHC Group
0
200
400
600
800
1,000
1,200
1,400
Job Postings
@ 2015 Burning Glass Technologies - Proprietary and Confidential
70
State of MS
Top Skills (Year to Date)
•
69,522 Job Postings
Top Specialized Skills
Top Software Skills
Top Baseline Skills
• Repair
• Microsoft Excel
• Communication
• Sales
• Microsoft Office
• Writing
• Inspection
• Microsoft Windows
• Organization
• Scheduling
• Microsoft Powerpoint
• Customer Service
• Store Management
• Microsoft Word
• Planning
• Patient Care
• PERL
• Supervisory
• Mathematics
• SAP
• Problem Solving
• Job Analysis
• Word Processing
• Relationship Building
• Cleaning
• SQL
• Detail-Oriented
• Merchandising
• Microsoft Outlook
• Research
@ 2015 Burning Glass Technologies - Proprietary and Confidential
71
State of MS
Top Employers in the Manufacturing Sector (Year to Date)
•
3,968 Job Postings out of a total of 70,909 Total Job Postings in MS
Top Employers
Tyson Foods Incorporated
Coca-Cola Enterprises Inc.
Raytheon
Paccar
Eaton
Cardinal Health, Inc.
Nissan North America Incorporated
General Electric Company
General Dynamics
Milwaukee Electric Tool Corporation
Abb Incorporated
PepsiCo Inc.
Kohler
Siemens
Baxter International Incorporated
0
20
40
60
80
100
120
140
160
Job Postings
@ 2015 Burning Glass Technologies - Proprietary and Confidential
72
State of MS
Top Skills in the Manufacturing Sector (Year to Date)
•
3,968 Job Postings out of a total of 70,909 Total Job Postings in MS
Top Specialized Skills
Top Baseline Skills
• Repair
• Communication
• Inspection
• Organization
• Sales
• Problem Solving
• Mathematics
• Writing
• Manufacturing Process
• Planning
• Six Sigma
• Troubleshooting
• Scheduling
• Quality Assurance &
Control
• SAP
• Machinery
• Forklift Operation
@ 2015 Burning Glass Technologies - Proprietary and Confidential
• Supervisory
• Customer Service
• Detail-Oriented
73
Resume Skills Example
As an employer the above Summary of Qualifications
doesn’t tell me much
• 400 hours industrial manufacturing training with hands on
experience
• Multiple industry and safety certifications? The list is below!
• What is fast paced? Is it 2 parts per minute or 2 parts per hour?
• What did you learn quickly and what skills did you adapt?
• Give me an example of what types of problems you solved
Resume Skills Example
A clear list of certifications but no
indication of other “employability
skills”
CAREER CENTER BEST
PRACTICES
Mississippi Delta Student
Job Portfolios
City Colleges of Chicago:
Employment Success
Skills Program
 Noncredit Workshop with Online Support
 Developed curriculum with Accenture






Career Management Skills
Career Assessments
Communication & Presentation
Resume & Cover Letter Writing
Professionalism
Self-Management & Work Ethic
City Colleges of Chicago:
Employment Success
Skills Program
 Noncredit Workshop with Online Support







Networking
Work Ethic
Critical Thinking Skills
Teamwork
Entrepreneurship
Creative Thinking
Interview Skills
WORK-BASED LEARNING
Work-based Learning:
Benefit for the Students
 Validates to the employer and the students
that work-based learning is an important
component of their academic program and
career
 Provides the student with the opportunity to
hone those “Employability Skills”
 Gives the student another edge by having
work experience on their resume
Work-based Learning:
Benefit for the Employer
 Provides employers with a source of highly
motivated pre-professionals
 Interns bring new perspective to old
problems
 Low-cost labor who help increase the
companies productivity
Work-based Learning:
Benefit for the Employer
 Cost-effective way to “test-drive” potential
employees and to recruit talent
 If hired after the internship, increase
employee retention
 National Association of Colleges and Employers
found that 40% are retained after 5 years
 Increase the employers visibility on campus
Employer Concerns with
Internships
 Workers Compensation
 Worker’s compensation boards across the country
have ruled that interns contribute enough to the
employer when they are paid and should be
covered under worker’s compensation
 Unemployment
 States have ruled differently. For the most part, if
the student is earning college credit or if the
internship is a required component of the degree,
then they are not eligible for unemployment
Employer Concerns with
Internships
 Paid vs Unpaid
 US Fair Labors Standards Act
applies to all companies with at
least two employees directly
engaged in interstate commerce
and annual sales of $500,000
 FLSA prohibits these employers
from doing unpaid internships
unless the interns are considered
as “Leaders/Trainees”
Unpaid Internship Criteria
Leaders/Trainees 6 Criteria
1.
2.
3.
4.
5.
6.
The intern cannot displace a regular employee or
employees
The intern is not guaranteed a job at the end of the
internship
Interns are not entitled to wages during the
internship
Interns must receive training from the company even
if it impedes the work of the business
Interns must get hands-on experience with
equipment and processes used by the business
Interns training must primarily benefit the intern
and not the company!
Internship is About
Learning!
 Faculty and Employers must work together
to ensure that the experience has value for
the learner and the employer
 Mutually beneficial
 Learning outcomes and assessments
 Employer job description corresponds to the
course learning outcomes
 Faculty determine a means to assess the learning
Internship is About
Learning!
 Ensure that the student has the
opportunity to engage in REAL
work assignments
 Employer provides on-site
mentorship and supervision
 Faculty play a role in mentoring
and supervising
Building a Quality
Work-based Learning Program
 Dependent on a strong college/employer
relationship
 Requires dedicated staff time to ensure that
learning is occurring and to deal with
employer issues or concerns
 Internship Coordinator/Job Placement Specialist
 Faculty compensation
 Allowable Perkins expense
Credit vs Noncredit
 Credit validates the learning
 Credit tells the employer the experience has
value and is an important component of the
academic experience
 Credit brings revenue to the college
 Well developed internship program pays for itself
over a period of time
 Seed it with Perkins and watch it grow!
Toyota Internships at NEMCC
POSITIVE IMPACTS OF
LONG-TERM
EMPLOYER ENGAGEMENT
Strengthen Employer and
Faculty Connections
 Employer involvement in curriculum and program
design
 Employers speak in the classroom to validate the
curriculum
 Faculty summer internships with employers
 Perkins allowable expense
 Employer involvement in facilities design and
equipment purchases can ensure a classroom that looks
like a work environment
Improves Corporate
Philanthropy
 It is estimated that community colleges
receive less than 2% of corporate
contributions to higher education
 Connecting employers to your college
Foundation can enhance:




Equipment Donation
Materials Donations
Donations to Capital Campaigns
Scholarship Funds
Career Services are
Improved
 Internships and work-based learning
opportunities
 Employers post job openings
 Employers engage in career center events and
activities
STUDENTS GET JOBS!
CELEBRATE THE
RELATIONSHIP
Ways To Say - THANK YOU!
 President invites employers to
join them at college events
 Recognize employer
contributions in college
newsletters and publications
 Feature employers in the
course schedule
 Advisory Board celebrations
Copiah-Lincoln Catfish Dinner
• Annual event in which Career and Technical
Education invites all advisory committee
members
• Georgia Pacific Catfish Cooking Team
provides a wonderful meal of fried catfish,
hushpuppies and coleslaw
• CTE also recognizes B&I with several awards
– President’s Award
– Special Recognition for Service
Kingsborough Community
College Culinary Celebration
Culinary celebration with
Business and Industry
leaders who support the
college
 Food provided by the college’s Culinary Arts Program
 Includes honors students from all of their technical
programs, basic skills programs, and transfer
programs
 Prep the students ahead of time as to how to mingle with B&I
folks and how to present themselves as potential employees
Green River Advisory
Board Dinner
 Annual Event that is thematic
 Favorite year we recognized programs
through music
 Gave away prizes to folks who could name
the CTE program based on the song that
was playing
• “Black Water” by the Doobie Brothers
(Water Wastewater Program)
• “Last Kiss” by the Cavaliers (Autobody
Program)
• Tossed t-shirts, hats and gave out gift
certificates to the college’s coffee stand to
winners
HOMEWORK!
Assignment #1
 What 5 things are you going to do
when you get back to campus to
implement what you learned
today?
 List them in order of importance,
not necessarily the order in which
you will implement them
Assignment #2
 For each of the 5 items, write one
Smart Goal to accomplish your plan
 Smart Goals are:




Specific
Measurable
Realistic
Time-Bound
Assignment #3
 In six months, think about the impact
your work has had on students and
document that impact
 Celebrate your successes!
CONTACT INFORMATION
Darlene Miller
[email protected]
Carol Kuhns
[email protected]