Higher Education: January 2013

Higher Education Branding

Higher Education Branding Detail
Times Higher Education has been known for publishing the annual Times Higher Education–QS World University Rankings, which first appeared in November 2004.On 30 October 2009, Times Higher Education broke with QS and signed an agreement with Thomson Reuters to provide the data for its annual World Rankings. The magazine developed a new rankings methodology in consultation with its readers and its editorial board. Thomson Reuters collects and analyses the data used to produce the rankings on behalf of Times Higher Education. The results have been published annually since autumn 2010. QS, which collected and analysed the rankings data for the past six years, no longer has any involvement with Times Higher Education’s World University Rankings.[4][5]The first is the "Times Higher Education Awards". The 2011 awards took place on 24 November at the Grosvenor House Hotel on London's Park Lane and received a record number of entries across the 18 categories.[6] Seventeen universities were given awards in different categories, with the University of Sheffield being "University of the Year". Tessa Blackstone was given the "Lord Dearing Lifetime Achievement Award".[6]The University of Strathclyde was named as the University of the Year at the 2012 awards which took place on 29 November 2012 at the Grosvenor House Hotel on London's Park Lane. University of Strathclyde Principal and Vice-Chancellor Professor Sir Jim McDonald received the award at the ceremony.Sir Jim said: "This has been a transformational year for the University of Strathclyde, and to be recognised by the Times Higher as University of the Year is a great honour. The award reflects the hard work of staff across the University and their commitment to making a difference to our students, to our community and to wider society."Our vision as a leading international technological university has attracted overwhelming support from our partners in both the public and private sectors. This is yet another endorsement of our strategy.

Higher Education Branding

Higher Education Crm

Higher Education Crm Detail
The Connect CRM allows institutions to build, automate, execute, and track their entire admissions communications plan in one place. Using a mix of personalization and multi-channel communication options, Connect helps admissions offices diversify their relationship management strategies through a variety of features designed to help them optimize results. Our ever-growing list of features includes e-mail, SMS text, VIP pages (customized student portals), chat, social media, and event management. Connect training and ongoing support is comprehensive and unmatched in the industry.ApplyYourself is a centralized application management solution that interfaces easily with the Connect CRM to provide a powerful recruitment and enrollment bundle. The software solution improves student engagement by delivering personalized status updates and targeted campaigns. Institutions can track applications and recommendation documents with the ApplyYourself decision and enrollment module and integrate applicant data with existing prospecting or student information systems. By leveraging the combined power of Connect and ApplyYourself, institutions can recruit and enroll more efficiently and effectively.

Higher Education Crm

Higher Education Headhunters

Higher Education Headhunters Detail
According to the Association of Executive Search Consultants (AESC) June 2011 Outlook Report produced from the responses of nearly 200 member executive recruiters, about 50% believe that the Education/Non-Profit/Public Sector industry is neutral, strong or very strong. Although only half of the respondents saw this industry as currently successful, another 20% view this same sector as weak but improving. This reflects a positive outlook for the Education/Non-Profit/Public Sector industries for the remainder of 2011 and the future as we move forward from the recession.
Dan Parker, President of Parker Executive Search and AESC member consultant, describes the typical candidate for an executive position in higher education in the following way: The candidate should have a PhD, about seven years of experience, and a demonstrated interest and ability in leadership. Parker adds that "you'll see more non-traditional candidates becoming deans of business. They could be a retiring CEO. They may have an MBA and not a PhD. The dean role is much different in business than in Arts & Sciences or Education."The global cities offering the most recruiters and executive jobs in education are: Vancouver, Buenos Aires, Sydney, Pittsburgh, Washington DC, Toronto, New York, Philadelphia, Boston, Beverly Hills and Frankfurt. However, the AESC network of executive recruiting member firms includes 74 countries spanning the globe. See below to learn about using BlueSteps to gain visibility to these executive recruiters or headhunters.

Higher Education Headhunters

Journal Of Blacks In Higher Education

Journal Of Blacks In Higher Education Detail
In employment matters, our country was founded on the theory that the pressures of competition rather than public law were best suited to provide for the fair treatment and evenhanded judgments about the abilities and qualifications of our citizens. In higher education, too, it was believed that fair and unbiased treatment in the admission of students and engaging scholars would be protected, in considerable part, by the rewards and penalties inherent in a system of open competition.In the most specific terms, the theory was as follows: If, because of some unfavorable class prejudgment or racial stereotype, a college or university consistently rejected qualified students or scholars, the forces of full-blooded competition would soon rush in and put the matter right. This was so because the rejected student or professor would be free to seek and win a position in a second institution where a more rational view of the applicant's competence and qualifications would prevail. Having made a wiser choice, the second institution would gain in educational prestige and strength by sturdily ignoring group stigmas or stereotypes and engaging the talents of the qualified person even though he or she belonged to an outcast group. The first institution, in turn — if it persisted in its prejudicial ways that called for the rejection of able but outcast people — would gradually lose academic prestige and eventually suffer deterioration in the intellectual standing of both its faculty and student body.In a classic example of the corrective power of competition in higher education, the anti-Semitism in faculty appointments that once prevailed at Harvard delivered a number of extraordinarily distinguished Jewish scholars into the welcoming arms of MIT.

Journal Of Blacks In Higher Education

Thursday, 31 January 2013

Higher Education Branding

Higher Education Crm

Higher Education Headhunters

Journal Of Blacks In Higher Education