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Student Engagement

Launching a Professional Development Program to Improve Student Outcomes

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Description

Fairleigh Dickinson University (FDU), spanning campuses in Madison and Teaneck, NJ, Vancouver, BC, and Wroxton, England, serves over 700 undergraduate and 700 graduate students. The university is committed to fostering the multidisciplinary, intercultural, and ethical competencies that students need to excel as leaders and thrive in the global arenas of ideas, business, and culture.

About the School

The Silberman College of Business (SCB) at FDU, accredited by both AACSB and Middle States, offers six diverse majors within a dynamic and inclusive academic community. Committed to cultivating responsible leadership, the college aims to empower students to make meaningful contributions to their communities and society at large. With a focus on innovation and entrepreneurial thinking, Silberman nurtures a culture that encourages the generation of new ideas, providing students with a strong foundation to create a positive impact in the world.

One of the standout features of SCB is its personalized approach to student success. Each student is paired with a dedicated Professional Academic Advisor who supports and guides them throughout their entire four-year journey, ensuring they are on the right path to achieve their career goals.

Additionally, the college’s Professional Development Program (PDP), active on both New Jersey campuses, offers students a wealth of opportunities to connect with and learn from leading business executives and successful alumni. Through workshops, talks, panel discussions, and networking events, the PDP helps students develop the essential soft skills needed for success in the business world, preparing them to secure rewarding positions in their chosen fields.

Challenge before Suitable

Before Suitable was introduced, SCB encountered several obstacles in managing student tracking and communication. The absence of a centralized system forced the college to rely on outdated methods, such as sign-in sheets and disjointed Excel spreadsheets, to monitor attendance and participation. These manual processes often led to significant data inaccuracies, making it difficult to maintain reliable records.

Communication with students was also a challenge, as the college primarily depended on emails and the efforts of faculty or PDP ambassadors to share program details. This limited approach meant that they often struggled to engage students effectively, missing opportunities to connect with them on platforms where they were more active and responsive.

As the college navigated these challenges, it became increasingly clear that they were operating without the necessary tools and resources to manage these processes efficiently. This not only hindered their ability to provide accurate support but also limited their capacity to foster a more connected and engaged student community.

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Life After Suitable

After the successful launch of the Professional Development Program (PDP) and the integration of the Suitable platform at SCB, it became evident that presenting these initiatives together would greatly benefit students. Consequently, PDP and Suitable were designed to work in harmony, focusing on four NACE core competencies aligned with FDU and SCB's strategic goals: Business and Industry Knowledge, Global and Multicultural Understanding, Career Planning and Development, and Leadership Development and Interpersonal Skills.

The aim was to streamline attendance and tracking, reduce administrative tasks, centralize student events, and equip students with essential skills for success. Through collaboration with Suitable and strategic rebranding, PDP became one of the most popular programs on campus, allowing students to earn bronze, silver, and gold distinctions in each core competency, enhancing engagement and recognition.

To effectively reach students at all stages, the PDP team updated their outreach strategy, including hosting a dinner with the dean, incorporating PDP into summer orientation, visiting first-year classes, collaborating with academic advisors, and using social media to highlight success stories. They also co-sponsored events, advised campus clubs, established a dean's student advisory board, and implemented targeted email campaigns, push notifications, giveaways, and badges. The program expanded with more events, classes, flyers, and networking opportunities.

SCB introduced unique PDP-exclusive opportunities, such as a service trip to Puerto Rico, inspired by the Pathways 2023 conference. These opportunities were integrated into the Suitable app, streamlining the application process and boosting student engagement by linking it with badge completion. This fostered connections among students, many of whom continue to use the platform for career preparation long after participating in these events.

Outcomes Achieved

By leveraging targeted reports and analytics to assess student engagement, SCB has seen significant improvements on their campus. In the fall of 2023, SCB reported a 36% engagement rate, with students participating in an average of four activities each. With an ambitious goal of reaching a 60% engagement rate and an average of six activities per student by the end of the academic year, they achieved remarkable progress by November, already meeting their 60% target. Additionally, students were averaging over five activity completions, putting them well ahead of schedule.

This success is largely attributed to their strategic emphasis on the Professional Development Program (PDP) during first-year classes. By securing greater buy-in from students and streamlining administrative processes, they linked specific program activities directly to Handshake, further enhancing the program's accessibility and relevance.

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SCB has excelled by making the most of in-person interactions with students, strategically timing events around class schedules to ensure easy access to the PDP. To boost participation, they’ve added a fun twist with competitive activities like an intercampus rivalry, where the winning team enjoys a Chick-Fil-A party. This approach has proven to be a hit, as short-term rewards like this capture the attention of busy students far more effectively than long-term incentives. Post-event emails have also been a game-changer, keeping students actively engaged and ensuring they earn the points they deserve for their efforts.

Furthermore, SCB has effectively utilized the Dean's Student Advisory Board ambassadors to enhance communication, and they are steadily incorporating employer partnerships and alumni networks. They have also deepened their collaboration with dedicated SBC academic advisors, highlighting how the program can help students earn honors cords and pins upon graduation.

This multifaceted approach has not only driven engagement but has also solidified the PDP as a crucial element in students' academic and professional development.

Plans for the Future

In the near future, they aim to create a summer badge program to maintain student engagement during the summer break. They plan to design activities linked to students' internships and professional experiences and improve outreach to specific groups like resident assistants and student athletes. Increasing faculty participation in the Professional Development Program (PDP) is also a priority, with plans for information sessions and guidance on integrating PDP into classrooms. Additionally, they will develop resources for LinkedIn integration and scorecard understanding.

Long-term goals include embedding PDP into the curriculum, integrating it with Blackboard, supporting AACSB accreditation, developing employer-sponsored badges, and enhancing academic advising within PDP. They also aim to implement effective incentives and streamline the program.

Take a Look Into Fairleigh Dickinson’s First Semester Success Dashboard

  • Suitable improved tracking efficiency and raised student engagement to 60%
  • PDP increased participation, with students averaging 5 activities each
  • Graduates saw 97% employment and 91% internship placement within six months
  • Future plans include a summer badge program and more faculty involvement
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