Sunday, February 07, 2010

Technology and Turfing


Too many colleges and universities have substituted on-line technological, self-serve assistance, for customer service in many areas on and off-campus as well as situations. In fact, there are some schools and some offices at many, too many schools that have become dependent on technology for customer service almost to the exclusion of person-to-person contact and assistance.

Of course, if an office or people in it do not want to work with people, what better way to make sure they can avoid human contact than to shove technology in the way. And wouldn’t it be great to be able to claim that technology is a better way to let students have more control and make it easier for them.

“They won’t have to walk all the way over to the ___________ office. “ (Just name the office on your campus to fill in the blank. I’m sure you can without too much trouble. If they don’t want to deal with students they generally don’t want to deal with you either!)

Emily Yellin writes in her book that I recommend Your Call is Not that Important to Me (Free Press;2009) on poor telephone communication by companies that

Self-service saves companies money, gives customers information instantly, and liberates agents from answering repetitive questions. But self-service also can fuel the perception that a company is uncaring or arrogant – not wanting its customers to talk to live human representatives. (p94)

It is interesting that the most common adjectives used to describe the functions and service in these offices by students and staff alike when we bring campus departments or offices that have become technology driven, customer indifferent service locations common descriptors of those are “arrogant”, “rude” and “uncaring”.

It has turned out that when doing campus service audits, there is a correlation between technology reliance and customer defiance in offices. (Oh, when typing “these offices earlier, I had mistyped with “these orifices….” Freudian or just my usual poor typing? You tell me.) In most every contact we made with offices that are too technology reliant to assess its customer service ended with a direction to go on-line and complete a form there. Even when we would ask for a copy of a specific form in one of these offices, we would invariably be instructed to go on line. It seems they will do most anything to avoid person-to-person service.

It needs to be understood that when people seek help from another person, they will expect that individual to provide the assistance; not send them away to go on-line. If a person makes the effort to go to an office they will want at least an equal effort coming back to them. If they make a phone call, they expect to have someone help them on the phone. And if they use email to contact an office, it does not mean they love technology and do not want human-to-human contact. These person-to-person contacts and responses are the basis of social equity which is at the core of much of customer service. This effort to help is not found when one is turfed, sent away to somewhere else, in this case to on-line.

Turfing is a term common to hospitals but fits in academia also. When a hospital patient may demand a great deal of time or attention, or may not live, he or she may be turfed – sent to another department or specialty area. This way, the originating department does not have to deal with the issues the patient presents or deal with failure. But the most common reason is that people on campus just simply do not know one another enough because they live in their own castles.

Students are often turfed from department to department in academia. This is not because they may not survive though it can happen when a department or person does not want to provide bad news. Turfing usually happens because someone does not want to put him or herself out to help or simply does not know how to. So the student is turfed on to somewhere else. Now, in academia we don’t call it turfing, just the shuffle. And the students hate it whether they have to go from office to office or from office to on-line technology.

There may well be an argument that states that college-aged students may want to solve problems themselves. There is certain validity to the argument. But when a student does come into an office, calls or wrote to a person seeking help, that student is not trying to solve an issue him or herself. The student is reaching out to a human and expects that the person will reach back; not turf, not shuffle the student to the web. Over-dependence on technology for service is harming customer service on campus.

IF THIS ARTICLE MAKES SENSE TO YOU, YOU WILL WANT TO OBTAIN A COPY OF THE BEST-SELLING NEW BOOK ON RETENTION AND ACADEMIC CUSTOMER SERVICE

THE POWER OF RETENTION: MORE CUSTOMER SERVICE IN HIGHER EDUCATION by clicking here

AcademicMAPS is the leader in increasing student retention, enrollment and revenue through research training and academic customer service solutions for colleges, universities and career colleges in the US, Canada, and Europe as well as businesses that seek to work with them
We increase your success


Neal is a pleasure to work with – his depth of knowledge and engaging, approachable style creates a strong connection with attendees. He goes beyond the typical, “show up, talk, and leave” experience that some professional speakers use. He “walks the talk” with his passion for customer service. We exchanged multiple emails prior to the event, with his focus being on meeting our needs, understanding our organization and creating a customized presentation. Neal also attended and actively participated in our evening-before team-building event, forging positive relationships with attendees – truly getting to know them. Personable, knowledgeable, down-to-earth and inspiring…. " Jean Wolfe, Training Manager, Davenport University


“We had hoped we’d improve our retention by 3% but with the help of Dr. Raisman, we increased it by 5%.” Rachel Albert, Provost, University of Maine-Farmington

“Neal led a retreat that initiated customer service and retention as a real focus for us and gave us a clear plan. Then he followed up with presentations and workshops that kicked us all into high gear. We recommend with no reservations; just success.” Susan Mesheau, Executive Director U First: Integrated Recruitment & Retention University of New Brunswick, CA

“Thank you so much for the wonderful workshop at Lincoln Technical Institute. It served to re-center ideas in a great way. I perceived it to be a morale booster, breath of fresh air, and a burst of passion.”
Shelly S, Faculty Member, Lincoln Technical Institute


Friday, January 22, 2010


Sometimes words aren't enough.

Sometimes you just have to do something to demand good service. Here's an example.

NEWS RELEASE

Customer Charges Bank Service Fees

Tired of Wasting His Time on Bad Service

After spending seven hours on the phone trying to obtain bills due, correct bank errors then pay a credit card bill, customer service consultant Neal Raisman sent an invoice to James L. Dimon, CEO of Chase Bank to collect for his time and services. A representative of Mr. Dimon said Chase can charge customers but they cannot charge the bank. So Raisman is suing to collect his original invoice of $1375 plus additional service charges and aggravation equal now to $100,000 dollars.

“I have every expectation we will prevail in court” Raisman said. “Their errors and horrible customer service took away seven hours from a customer service audit report I needed to complete. This wasn’t the first time I had to call Chase credit cards on the same issues. They had not sent me a credit card bill since November but had no trouble adding late fees and telling me to start an online account to get the bills so they could save money on printing and postage to make me do all the work I am paying them to do. “

Raisman also said that when he did pay on line as he was told to do, the Chase bill pay web site had a blatantly false statement that caused him extra time, aggravation and late fees. The Chase payment website stated the payment would be made the same day, the 19th of December. But, the payment to Chase from Chase was not made until December 22 so a late fee was charged. Moreover, Raisman’s wife was publicly embarrassed when the card was turned down on the 23rd after Raisman was assured the card was reinstated the day before.

“What they are doing is artificially generating scenarios that will cause customers to be charged extra fees due to Chase’s misinformation and errors. Their poor service, misleading statements and falsifications cause Chase banking and credit card customers to be hit with deceptive service and fees. This seems be a common occurrence in the banking industry. As a result, I had to expend time, effort and emotional capital over a period of seven hours I should have been spending working to have Chase try to resolve the errors they caused” asserts Raisman.

Raisman is an internationally renowned customer service trainer and researcher who specializes in teaching colleges and universities how to treat students appropriately so they will stay through graduation. Three of his academic customer service books are best sellers in the academic world. He has retained Douglas J. Segerman of McFadden, Winner, Savage and Segerman of Columbus, OH.

“I feel that not only is my cause actionable and just, with the anger being directed toward the banking industry for their excesses the timing is right for an appropriate decision to make the banks stop these deceptive practices just to make additional profit. I owe this action to all the people getting ripped off by banks” Raisman said

Contact: Neal Raisman

413.219.6939

NealR@GreatServicesMatters.com

86 N Cassady Ave

Bexley OH 43209




Tuesday, January 19, 2010

Under Promise-Over Deliver Academic Customer Service

There is actually something worse than delivering poor or weak service. And that is promising great service and then not delivering. Or mollifying the customer by telling him or her you’ll look into the situation, will get it resolved and either do not get it resolved or not get back to the customer.

Say a student or customer comes to you and asks for help. Perhaps a student leaves a phone message or an email account of the problem asking for you to assist in a problem he or she has. You get back to him or her by telephone but miss the person. So you leave a message.

I am sorry to hear that you feel you may have a problem……..

(Yes we do use the conditional all the way through to protect ourselves as the HR and lawyers taught us to do. May, perhaps, could, maybe, might, possibly, or combinations might possibly may perhaps have an issue…..But never simply say, holy sh%t, he did that? Never commit or accede. That’s the way to please the lawyers but perhaps, maybe, possibly upset the customer more.) But then we go and commit to look into it and make what the student takes as a promise.

…I will look into the issue, see if anything can be done and get back to you as soon as I can.

Granted soon is… well to us it is a sensible period of time as we see it. Soon as I can get the information, or contact the person, or find if there is a problem or even if there is a solution. To a customer or student with a problem, soon is now or by the end of the day, if not …well if not sooner.

Or the person tells the student, I’ll look into it and get back to you by Friday. If you make that commitment you’d better get back by Friday. That is a promise of delivery of service that the student customer will expect to be fulfilled. And rightly so.

Or the person has been to the legal seminar on commitment so he says I’ll get back to you by Friday if I have anything to tell you. There’s the conditional again. If I have anything to tell you. Covers you. Right? Nah it doesn’t because what the student hears is I’ll get back to you by Friday period. The expectation is that you will have something to tell him or her even if it is I have nothing to tell you yet.

This is the psychological background the student brings to any conversation in which service is offered/promised. Offered by you. Promised in the mind of the student. And soon is now. Oh yes, let’s not forget, the student expects a solution especially if you or your school tries to claim it cares about it students. And well you should because we are there for student success which is our success.

What is above is essentially the same we expect from service providers we pay. For instance right now I am getting quite frustrated by a guy who put in some tiling in a bathroom so I could work on my new book. There were a couple tiles that were not quite right. They need to be taken out and replaced. He said he’d be here at 9 a.m. It is now 11:25. He has failed. I will let him know so by the rating I will give him on Angies’s List. I will also tell anyone needing a tile person not to hire him. For him and a college that disappoints on promised service the Malthusian Custopmer Service Progression definitely comes into play here. Students may not go to Angie’s List to comp-lain. They will show their dissatisfaction by ending up on the drop list. Then they will tell everyone who even hints at asking about college or why he dropped out.

So here it is.

The Six Point Solution to Proper Call Backs

When you tell a student you will look into IT:

  1. If you are not sure when you will have an answer - say you are not sure when you will be able to get back but I will get back to you.

  1. If you know you can get back on a certain date – say you will get back by XXXXday but I cannot promise I will have an answer/solution. Then, MAKE DAMN SURE YOU CALL ON THAT DAY even if all you have to say is I don’t have answer but I am working on it. Then provide an update on what you and/or others have been doing.

  1. If you get a resolution or answerer sooner than when you told him or her to expect an answer it is okay to give good news early.

  1. If you are not able to call back on time, it is imperative that someone calls for you and givers an apology and an update for you. Though do realize the customer will surely believe you just don’t want to talk with him. Not a god thing but better than no call at all on the anointed date.

  1. You can let someone else call back with good news. No one complains if you let someone else tell them good news.

  1. You cannot let someone else call with bad news. If you do, you will create a doubly angry person who will eventually come to see you anyhow as if to check if what he heard was really true.

Finally, DO NOT SAY YOUI’LL CALL AND DON’T DO IT AT ALL. That will make the student feel like a jilted lover. And you’ve seen the movies about the rejected lover and the rabbit or the guy in the hockey mask.

That’s right. Michael Myers was expecting that call from the Dean that never came. Look what happened!!!

BTW, I am waiting to hear from a major communication (internet, cable, telephone) company that has promised to call back and said it will try to help on two issues. If the company which I won’t name just yet but WOW, they were named as the best by Consumer Reports for service. But at this time, it seems local service is good but WOW, some of the corporate…. They may be trying but need to read this piece and not let passive aggressive types work with customers. Nor should you for that matter. I mean WOW, use the right WAY to do things.

IF THIS ARTICLE MAKES SENSE TO YOU, YOU WILL WANT TO OBTAIN A COPY OF THE BEST-SELLING NEW BOOK ON RETENTION AND ACADEMIC CUSTOMER SERVICE THE POWER OF RETENTION: MORE CUSTOMER SERVICE IN HIGHER EDUCATION by clicking here

AcademicMAPS is the leader in increasing student retention, enrollment and revenue through research training and academic customer service solutions for colleges, universities and career colleges in the US, Canada, and Europe as well as businesses that seek to work with them
We increase your success


Neal is a pleasure to work with – his depth of knowledge and engaging, approachable style creates a strong connection with attendees. He goes beyond the typical, “show up, talk, and leave” experience that some professional speakers use. He “walks the talk” with his passion for customer service. We exchanged multiple emails prior to the event, with his focus being on meeting our needs, understanding our organization and creating a customized presentation. Neal also attended and actively participated in our evening-before team-building event, forging positive relationships with attendees – truly getting to know them. Personable, knowledgeable, down-to-earth and inspiring…. " Jean Wolfe, Training Manager, Davenport University


“We had hoped we’d improve our retention by 3% but with the help of Dr. Raisman, we increased it by 5%.” Rachel Albert, Provost, University of Maine-Farmington

“Neal led a retreat that initiated customer service and retention as a real focus for us and gave us a clear plan. Then he followed up with presentations and workshops that kicked us all into high gear. We recommend with no reservations; just success.” Susan Mesheau, Executive Director U First: Integrated Recruitment & Retention University of New Brunswick, CA

“Thank you so much for the wonderful workshop at Lincoln Technical Institute. It served to re-center ideas in a great way. I perceived it to be a morale booster, breath of fresh air, and a burst of passion.”
Shelly S, Faculty Member, Lincoln Technical Institute


Thursday, December 17, 2009

Don't Slash - Retain - Free Book to Help You Do This


ENOUGH CUTTING!!!!! Higher ed is not a slasher flick though most decisions that are being made about budgets is just as dumb and predictable as many such movies.

We have a budget issue? Okay. CUT! Not the scene but programs and sections and people that actually help students succeed.

C’mon folks. Calculators actually have an addition sign. Yes. That + things is to add revenue.

“But we have no money to add. Where are we to find money to put into the budget? Woe is me.”

How about trying to actually keep students. Maybe you heard the word retention before. Retention is not just about retaining water but about retaining students. You may remember them. They are the ones you count up as they come in but then really don’t care about enough once tuition comes in the Fall.

“Oh no. That’s not fair. We care about each and every one of our students. They are very important to us. Well, maybe not as important as the football coach, or the basketball coach, mainly the men’s coach, or the trustees, or my own salary and raises…..but still important.

And don’t give me that all you care about is keeping the faculty happy. And that faculty have it easy and are paid too much. Most of our faculty are adjuncts and we really don’t give a rat’s ass about them.

And don’t worry about us overpaying them? Won’t ever happen. After all, they don’t do research, except for finding places they can afford to live in on what we pay them.

And they are dedicated. They are teaching four and five sections mainly ones that are required and full-time faculty won’t teach them. Takes away from their research and we do love research. That’s what we reward after all. Research. And well, adjuncts just teach. Most do it well too. That allows our tenured faculty time to do research which is what they prefer to teaching. So we don't want to put reluctant researchers in classrooms so we use adjuncts who will work at wages less than what they could make at Wal-Mart.

So don’t try to tell me that we don’t care about students."

Okay, so then why do you cut so many sections of courses needed to graduate on time and offer some of them only once a year but never make sure advisers are aware of that fact? And why do you cut services that students need? And cut people to provide services? And cut and cut and cut…..? Haven't you heard that the school can add dollars simply by doing what is necessary to retain more students?

BOTTOM LINE – RETAINING MORE STUDENTS PUTS MORE MONEY IN THE BUDGET!!!

What is it about that idea that some can't just get it?

I mean what is it?

Can someone explain why as a nation we lose almost half of all students who start at a four-year college to attrition? And 70% of all students who start at a community college?

Explain it to me.

Is it fun to see students and families lose their investments in the future?

Is it more fun to cut and hurt than to retain and help?

Is there some perverse glee at losing so many futures and $4-8 Billion a year?

Tell me what it is that we can't get focused on keeping students in college?

Do we believe that having students drop out shows a school is academically rigorous and maintains high standards?

Is it that we base our revenues on Fall entering student numbers so we focus on entering only?

Whatever it is; someone just tell me.

Why can’t higher ed institutions keep more students through graduation; keep more money and better the lives of the students they sold on the school and, YES and keep more money in the budget so schools do not have to cut, cut, cut?

My g-d, with all the cutting and budget bleeding I’d think that colleges and universities are run by surgeons not academics!!!

If a college, university, career college or community college increased its retention it will accrue additional revenue that could oddest most of the budget “losses”. This is an old topic here. And I am amazed at how dumb some smart people can be.

Here it is if each student brings in $10,000 for example. If the school loses ten students it loses $100,000 from attrition. The school has to the recruit new students to fill the empty seats. For ten students, that will cost the school about another $65,000. So the loss in revenue to the school from attrition of ten students is $165,000.

Schools budget to lose students so the $165,000 loss is in the planned losses. If the school retains ten students more than it had in the budget that adds $165,000 to the budget.

Retention has the ability to add dollars to budgets and these dollars can still be added to the coming semester/term.

My publisher, The Administrator’s Bookshelf wants to both help make the point clearer and celebrate the success of one of my books. Customer Service Factors and the Cost of Attrition has sold out of all its hardcopies. There are no more left at this time. So to celebrate the selling out (in a good way this time) The Administrator’s Bookshelf has decided to provide free digital copies of Customer Service Factors and the Cost of Attrition to any reader of the blog, and any colleagues you wish to tell about the offer. Just click here and ask

CSFactors and the Cost of Attrition will also explain the retention to revenue concept more and even provide formulas you can use to see how much percentage increases in retention will add dollars to the budget. I also recommend a copy of another article that will help make anyone understand the value of retention Retain Students: Retain Budgets in University Business magazine.

So get the free book. Read the articles. Pass them all on to others. Put away the budget knives and bring out some academic customer service and keep more students.


IF THIS ARTICLE MAKES SENSE TO YOU, YOU WILL WANT TO OBTAIN A COPY OF THE BEST-SELLING NEW BOOK ON RETENTION AND ACADEMIC CUSTOMER SERVICE THE POWER OF RETENTION: MORE CUSTOMER SERVICE IN HIGHER EDUCATION by clicking here

AcademicMAPS is the leader in increasing student retention, enrollment and revenue through research training and academic customer service solutions for colleges, universities and career colleges in the US, Canada, and Europe as well as businesses that seek to work with them
We increase your success


Neal is a pleasure to work with – his depth of knowledge and engaging, approachable style creates a strong connection with attendees. He goes beyond the typical, “show up, talk, and leave” experience that some professional speakers use. He “walks the talk” with his passion for customer service. We exchanged multiple emails prior to the event, with his focus being on meeting our needs, understanding our organization and creating a customized presentation. Neal also attended and actively participated in our evening-before team-building event, forging positive relationships with attendees – truly getting to know them. Personable, knowledgeable, down-to-earth and inspiring…. " Jean Wolfe, Training Manager, Davenport University


“We had hoped we’d improve our retention by 3% but with the help of Dr. Raisman, we increased it by 5%.” Rachel Albert, Provost, University of Maine-Farmington

“Neal led a retreat that initiated customer service and retention as a real focus for us and gave us a clear plan. Then he followed up with presentations and workshops that kicked us all into high gear. We recommend with no reservations; just success.” Susan Mesheau, Executive Director U First: Integrated Recruitment & Retention University of New Brunswick, CA

“Thank you so much for the wonderful workshop at Lincoln Technical Institute. It served to re-center ideas in a great way. I perceived it to be a morale booster, breath of fresh air, and a burst of passion.”
Shelly S, Faculty Member, Lincoln Technical Institute

Thursday, December 10, 2009

7 Myths and 5 Realities of Retention


Today’s New York Times (12/10/09) has an article on a new and important study on page A 23. It focuses on the Public Agenda publication With Their Whole Lives Ahead of Them. It exposes four myths under which our colleges and society currently work. The myths are

1) Most students go to college full time. If they leave without a degree it’s because they are bored with their classes and don’t want to work hard.

2) Most college students are supported by their parents and take advantage of a multitude of available loans, scholarships and savings plans.

3) Most students go through meticulous process of choosing their college from an array of alternatives.

4) Students who don’t graduate understand fully the value of a college degree and the consequences and trade-offs of leaving school without one.

These are all important myths to be debunked and they do a pretty good job of doing so.

They do miss two important myths that need to be examined as well

Myth 5) Students are young people who attend during the daytime.

Myth 6) There are actually almost always two colleges in one. There is the daytime school which gets the most attention, support and assistance through the staff, faculty and administrators. Then there is school two which is at night and has almost no attention support, or assistance. If the mass of students which can equal or even exceed daytime population is lucky, there is a part-time “evening director” who most often has a tentative attachment to the institution.

The ignorance of colleges and universities toward College Two is a topic for another discussion which will come soon. Just wanted to get it out there since most every stuffy of colleges fail to include College Two and its students.

The Report With Their Whole Lives Ahead of Them looks at retention and some of the reasons students really leave college. It concludes that the top reason students drop out is the need to work and go to school. The money itself was a concern sure but the larger was find a way to balance work, family an external commitments and school demands. It also sees that the myths above are so prevalent in higher education that it is having trouble making a shift to retain more students. These are important issues to which I wish to add some thoughts from our research.

We concur with most all of the above. We add that 84% of drops occur because colleges are focused on the wrong issues for most students. The report says correctly that 75% of today’s students would be termed nontraditional. They don’t live in a dorm,. They don’t attend full-time; have family incomes above $35,000 and do not have families with college experience and/or support. Colleges are focused on the 25% that fit the “traditional student” image. But they are not even focused enough on them to be honest.

Colleges are not focused enough on students and their success. Okay, that is a generalization but one I will support so when you write and say my college is focused on students first, better have proof starting with a retention to graduation rate of 85% or better with at least 50% of the population non-traditional. And you’d better be able to show me the retention to graduation plan and the people who are hired to retain students as their primary and only focus. I’ll let you all slide on full-time versus adjunct/serfs and moist anything else but graduation rate.

The myths in the report have validity but there is another I need to add.

Myth 7: Students come to college to become better educated. NO. They come to get a job. Just like you and I did. They are there to get to graduation so they can get the diploma that certifies them to employers for a job. That’s it. That’s why they will even take required courses that really have no direct benefit nor are made to seem somehow relevant to them and their lives. They take it because they have to if they want to move ahead. They are realists and here are four of their realities for deciding if staying in college is worth it.

THEY WILL STAY AND TAKE COURSES IF:

REALITY 1: they can perceive a real return on their investment

REALITY 2: they can envision the goal of a job from the college experience.

REALITY 3: they believe the school actually gives a damn about them including their situation.

REALITY 4: the school shows that they really do want to retain them in college.

REALITY 5: the college provides an equal output of emotion and concern for them as they do.

If the five realities are not met, students leave as shown by the chart below.

Money is of course important but our study of 1200 students who had left college showed that money and cost to attend isolated from the five realities is a small slice of the attrition pie. In fact, when we audit a college for academic customer service, we find that colleges that do employ the five realities find students at risk for financial reasons and then help them resolves the money issues whenever possible.

The most important thing colleges can do to retain students and to give a damn about keeping them. As we like to say Deal with the realities! You worked hard to get them; now work on keeping them.

As Hillary Pennington said it so well in segment in the NYT article that is at the head of this piece, we need to be aggressive in working to keep our customers. If they leave us, it’s not just dropping a service like leaving a cell phone company, it’s more like dropping a life, a future. And if you or anyone else at the college does not feel like something huge is lost when a student leaves, you’re in the wrong job.

If this made sense to you, consider obtaining a copy of my best selling new book on retention and academic customer service


AcademicMAPS is the leader in increasing student retention, enrollment and revenue through research training and customer service solutions to colleges, universities and career colleges in the US, Canada, and Europe as well as to businesses that seek to work with them
We increase your success

CALL OR EMAIL TODAY
TO INCREASE YOUR SCHOOL'S RETENTION

www.GreatServiceMatters.com
info@GreatServiceMatters.com
413.219.6939
GET A COPY OF MY NEW BOOK THE POWER OF RETENTION: MORE CUSTOMER SERVICE IN HIGHER EDUCATION by clicking here. Conduct your own campus customer service retention seminars. Discounts on multiple copies of The Power of Retention.

“We had hoped we’d improve our retention by 3% but with the help of Dr. Raisman, we increased it by 5%.” Rachel Albert, Provost, University of Maine-Farmington

“Neal led a retreat that initiated customer service and retention as a real focus for us and gave us a clear plan. Then he followed up with presentations and workshops that kicked us all into high gear. We recommend with no reservations; just success.” Susan Mesheau, Executive Director U First: Integrated Recruitment & Retention University of New Brunswick

“Thank you so much for the wonderful workshop at Lincoln Technical Institute. It served to re-center ideas in a great way. I perceived it to be a morale booster, breath of fresh air, and a burst of passion.” Shelly S, Lincoln Technical Institute



Wednesday, December 02, 2009

Actually Get Closer to Students

After a fantastic dinner on Thanksgiving, I began to ruminate (yes, I used both my bellies). The issue I was working to digest was the desire of students for more meaningful relationships with people at the college. Students want to increase their college experience by adding a dimension that has been lacking on many campuses nowadays. They wish to be more involved with the professors. No, not in that way! In ways like I had opportunity to when I was a charter class (first class in the door) undergrad at UMass-Boston.

The University of Massachusetts in Boston had just opened its doors. It was a brand new adventure in higher education that became an excellent experience. It was great school. So great that after orientation day the week before the start of classes we were told to go home for a week. Classes would start a week late because the building was not finished. (Yes. It’s 15 minutes for a fool professor, 10 minutes for an assoc. professor, 5 for an assistant and a whole week for a building.)

One of the things that made UMass-Boston so great was no one knew any better. It was a new school with some new faculty; some of whom had never taught before. Some had not even been professors or been tainted by the rite de passage called the doctorate. In fact, my first English professor was Dan Wakefield, a wonderful teacher and professional writer but not an academic. He actually got to know us and was concerned that we enjoyed the book a week we read.

He did something really crazy. He invited us over to his apartment to sit and talk about books and writing. Dan did not know that protocol called for him to draw a line between he, an upper caste faculty Brahmin and we casteless students. He could be excused of course since he did not have the academic indoctrination experience. But I also had some other crazed English faculty such as Sean O’Connell who came to my wedding; Marty Finney who with Dan Wakefield called late one Saturday night from MLA to tell me I should be a lawyer and marry a beautiful blonde in my lit class; and Lee Grove of the five hour finals with yellow NECCO wafers glued on the page for a question on images of the sun in American lit who called in a panic asking me to meet him at Harvard Square to find some shoes he could wear at the open house he was holding for students that weekend.

And it was not just the English Department. I have already written in an earlier article and in The Power of Retention about a brilliant and caring math professor Dr. Taffi Tanimoto. If it were not for Dr. Tanimoto I would not have graduated.

All of these teachers reached out to students and connected with them as people who cared and enjoyed connecting with students. And yes, I know they are not alone or this only happened at UMass-Boston and UMass-Amherst where Dr. Robert Creed, the head of Graduate English and I became and remain very close friends.

In fact, during discussions and late night reminiscing at conferences with colleagues and friends, the one issue that will evoke the most positive discussion is the “one person who made college a good experience for you.” This leads inevitably to reminiscences of someone who reached out and made the person feel valued. The faculty member who treated me as a person. The administrator I could go to when things got crazy and I just needed someone to talk to. Or the adult you worked with in the bookstore who invited you to her home for dinner with her family. The stories of human contact outside of the formal roles and positions made school so much better. And for many, the anchor in their experience at the school that kept them there.

So, it is no surprise that when we do a customer service and retention audit at a school, students tell us they would like more out-of-class contact with faculty and others. We strongly agree with them since this is a very important retention and customer service activity that can reap solid positive results. In fact, we suggest that all colleges and universities create ways to bring students, faculty, administrators and staff together in informal and more personal ways.

Bringing Students and Others Together in Ways HR Will be Comfortable

The student request to be able to get together with faculty outside of classes is one that can be easily accomplished perhaps but also one that HR and legal could see as problematic. The problematic aspect can occur, of course, when a faculty member and a student might become involved in an inappropriate relationship. But this can be overcome quite easily by providing opportunities to meet with a faculty member in a group and public space. For example, it could be very possible to set up a program for faculty and students to meet in a back table of the cafeteria or a side room to discuss a topic of interest to both. A literature teacher meeting with students to critically discuss a new book or movie; a science professor talking with interested students on some new scientific discovery that is in the news; an ethics prof discussing the public option in the health care bill or a couple of faculty members leading a discussion on the folklore and reality of vampires, and so on. These could be done informally by a faculty member just getting the word out at the end of class or by making these into a regular brown bag lunch series. It would of course help if the University supplied coffee or food to participants. Food is always a draw for faculty and students.

We further suggest opening these brown bags to being offered by staff and administrators as well. There are many talented and very bright staff for example who have many topics to provide information or how to’s on. The grounds people could be excellent sources of information on growing house plants in your room. There are likely crafts people who would be delighted to be able to teach students and colleagues their craft. And do not rule out intellectual skills that can be used to provide lively discussions between staff and students. By bringing staff and students together through common interests, Monmouth would overcome the barrier that exists when anonymity allows staff to be seen as “just a part of the University”.

Having faculty, staff and students share ideas and work together would increase understanding and empathy between customers and service providers and in so doing improve customer service significantly.

If this made sense to you, consider obtaining a copy of my best selling new book on retention and academic customer service


AcademicMAPS is the leader in increasing student retention, enrollment and revenue through research training and customer service solutions to colleges, universities and career colleges in the US, Canada, and Europe as well as to businesses that seek to work with them
We increase your success

CALL OR EMAIL TODAY
TO INCREASE YOUR SCHOOL'S RETENTION

www.GreatServiceMatters.com
info@GreatServiceMatters.com
413.219.6939
GET A COPY OF MY NEW BOOK THE POWER OF RETENTION: MORE CUSTOMER SERVICE IN HIGHER EDUCATION by clicking here. Conduct your own campus customer service retention seminars. Discounts on multiples copies of The Power of Retention.
“We had hoped we’d improve our retention by 3% but with the help of Dr. Raisman, we increased it by 5%.” Rachel Albert, Provost, University of Maine-Farmington

“Neal led a retreat that initiated customer service and retention as a real focus for us and gave us a clear plan. Then he followed up with presentations and workshops that kicked us all into high gear. We recommend with no reservations; just success.” Susan Mesheau, Executive Director U First: Integrated Recruitment & Retention University of New Brunswick

“Thank you so much for the wonderful workshop at Lincoln Technical Institute. It served to re-center ideas in a great way. I perceived it to be a morale booster, breath of fresh air, and a burst of passion.” Shelly S, Lincoln Technical Institute


Wednesday, November 25, 2009

To Be Grateful


As we thought about all the things we have to be thankful for this year, we realized that we had many blessings. We have had a very busy year helping colleges, universities,career and community colleges as well as major businesses increase student retention and success. We have met thousands of new friends and clients during campus service audits, presentations, training sessions and workshops.

The word on customer service and retention is getting out more strongly than ever. We've had 936 requests for copies of The 15 Principles of Good Academic Customer Service this year. Our new book The Power of Retention:More Customer Service has sold out its first run first which we are all grateful. Another book Customer Service Factors and the Cost of Attrition has sold out completely and is now available only in the digital form. The publisher The Administrative Bookshelf has asked us to update and expand before a new run. Embrace The Oxymoron from way back in 2002 continues to sell well for its publisher. A new three-volume set The Business of Higher Education by Knapp and Siegel has a summative article by Dr. Raisman on academic customer service.

Academic customer service is being embraced by more and more schools so more and more students have an opportunity to succeed. For all of that we are grateful.

But what we are most grateful for are you. The 6518 monthly readers of our blog/zine. For you and all the good people who get copied on our articles and the wonderful people who put the ideas into action THANK YOU.

Monday, November 16, 2009

Thanksgviving Engagement through Personalized Cards Will Increase Retention



Thanksgiving is approaching so it is time to focus even more keenly on retention. This is one of the most problematic times of the year for student retention. When they go home or do not come to class during the holiday break, it is the first time they have had time to sit, reflect and consider whether or not they want to continue at your college or university. It is a time when you can either make sure you stay in their minds and hearts in a positive way, or spin the wheel and take a chance.

Rather than spend a lot of space and words on why Thanksgiving is the first real problems period for retention, I will direct you to an earlier discussion on the topic. Things have not changed much on the rationale. All that has changed is that times are tougher, money is tighter and it is likely you have not been providing all the academic customer service needed to make students feel really good about their investments. Oh yes, you cut back on them. Fewer sections, more adjuncts, cuts in staffing, reduction in services, traded more automation for people, etc. etc. to save money when you should have focused on more customer service and that would have saved students and money.

Don’t know how many times we need to say it but…RETENTION YIELDS INCREASED REVENUES FOR ALL OF A COLLEGE’S NEEDS EVERY SINGLE TIME! Please get the message out to others including the president of the school. Stop cutting and start adding to the budget and people.

Okay, I am slightly off topic here but how is it that so many intelligent people make so many dumb decisions? How is that they try and succeed to make the dumbest cuts they can to make a budget? Where does the money come from? Students, their tuition and for some public assistance based on student headcount. What do we need to keep our students who bring in the revenue in tough times? Increased services to meet their needs and ROI concepts. They feel the financial pinches too as they try to pay tuition which makes the payment feel even greater yielding increased service demands. So what do intelligent people do to keep students who bring in the revenue needed for the budget. Whatever is sure to tick them off and make them unhappier than they could be so they will leave in greater numbers. And push the “get me outahere” gauge into the red zone over Thanksgiving. The first time they have some rest to let it all hit them.

And that’s our segue.

This is the time, right now to get in touch with students and the maintain communication through the rest of the year. With special focus on Thanksgiving. It is extremely important that you are part of the Thanksgiving break. You need to be in the home when Sally or Waldo are from your college or university. You must be kept in a top of mind spot with a positive impression to assure students and parents do not use the break to consider leaving after finals or the year if it already paid for.

How to Keep Top of Mind During Thanksgiving

I just had a knee operation (which is one reason that there was no article last week. That and I spent the past two weeks working on a memoir of four years of deep grief following my son’s death from meningitis. The memoir is not to commemorate my son but provide an honest and at times raw truth of what grief is without any glossing over the truth of it. The real, full truth. If anyone wants to read it so far, let me know). Okay back to the knee operation and how it provides a partial answer. I was home for three days and a greeting card came in the mail. Not from a friend or relative but from the Ohio State Medical Center. It was signed by many of the people who tended to me when I was in the hospital!

They had provided some very good attention and service and now they were coming into my home to say thank you for letting them serve me. This made the hospital experience which was good even better. Yes, that’s right. The surgeon and his staff who actually cut me up did not sign it which would have been better but still… This was a real wow.

I have long been a proponent of sending personalized greeting cards home over the holidays and other critical times. This has been done well by some schools following the how to save students over Thanksgiving seminar last year. One school that did it particularly well over the Christmas break is West Virginia State University. They sent out a beautiful postcard that accomplished the goal and helped engage students and boost retention. You can get some help on how WVSU did it from a great guy there name Danny Cantrell.

Granted sending out personalized cards can be a drain on resources and that means not just money but people tie. But compare the costs to the tuition from one student saved. Or to be even easier to follow. Compare the cost of producing cards for over Thanksgiving and Christmas, Chanukah, Kwanza, economic stimulus through shopping time to the $6420 it costs (on the average) to recruit a replacement for one student who drops out.

To help with saving money, time and labor, the sending of personalized cards can also be outsourced at a very reasonable price. There are times that outsourcing can save money, time and increase service such as these cards, or a book company that takes care of all student books needs and even sends books directly to students such as Ambassador Books or having your website made into a dynamic 2.0 engagement and marketing source through a group like COREacademics. (I have no financial interest or gain from these companies,. They are just good providers that I have been meaning to let you know about.. I do recommend them. More on each at a later date)

There is a company that has over 13,000 card choices that can be personalized to send to students or others with whom you want to increase your engagement. If a school wants to do what West Virginia State did, the cards can be totally personalized with any picture to wish.

All you would have to do is choose the cards you want to send. Or choose a few different cards to be able to target segments by any measure you wish – major, interest, year, etc. Then personalize the message inside the card by typing in a message or even uploading a picture with a message for the inside. Then click and send the personalized card with a mailing list to the company. Within 24 hours, the personal cards are printed and mailed out for you.

It is even possible to send students gifts such as cookies candy and the such with the cards, budget permitting. But imagine if you did send a small gift home for Thanksgiving! The impact of a small gift to eat with Thanksgiving dinner would be huge. It is also possible to have a card insert with a coupon for free coffee, a slice of pizza or the such at the school coffee house or a local business. That way you could also share some of the cost with a local business.

The cost is not at all expensive either. I believe it would save any school using it a great deal of money. To send out a personalized card including postage is $1.42. Postcards can also be sent at $0.49 plus postage. And they do all the work so no one has to work on design, selection, politics of selection, addressing all the envelopes, stamping them, getting them to the post office and all the rest.

I found this to be a valuable way to stay in touch and I think you will too. My contact with SendOut Cards has also authorized me to offer readers and their colleagues an opportunity to try the system. Send out a free card to anyone you want by clicking here. Or just email me and I will get a card to you or anyone you’d like. Anyone.

Again, I get nothing out of this. I just think this is such a great way to increase engagement that I want to pass it on to you. Just click here and go.

BTW, we plan to offer the Thanksgiving seminar this year if there is interest. If you’d like to learn It’ll be sponsored by my publisher The Administrator’s Bookshelf who of course hopes it will sell books. But hey, they put up the money so…. Here’s the blurb from last year.

Thanksgiving is a period during which many students complete their decision to stay or leave your school. Most powerfully, if they are not sure they fit or that the college cares, the comfort of gathering with family and friends will exacerbate any questions of do I want to go back next semester? They are among family and friends where any discomfort, apprehension or concern about your school can be magnified. They compare their feelings to those of friends who say they love their college. Too often, you lose.

But there are some easy, quick and compelling how-to’s Dr. Raisman will share that can help you and your school make students come back from Thanksgiving feeling valued and re-assured they made the right enrollment choice.

If you are interested in the seminar, please let them know by clicking here or emailing at info@adminbookshelf.com


IF THIS ARTICLE MAKES SENSE TO YOU, YOU WILL WANT TO OBTAIN A COPY OF THE BEST-SELLING NEW BOOK ON RETENTION AND ACADEMIC CUSTOMER SERVICE

THE POWER OF RETENTION:

MORE CUSTOMER SERVICE

IN HIGHER EDUCATION

by clicking here


AcademicMAPS is the leader in increasing student retention, enrollment and revenue through research training and academic customer service solutions for colleges, universities and career colleges in the US, Canada, and Europe as well as businesses that seek to work with them

We increase your success
Contact Us Today


The book was great. I was able to finish it (I read it on Wednesday night at church while my son practiced for his Christmas musical). What you’ve done is show how the concept of customer service can be applied successfully in higher education. I’ll definitely be recommending it. Jim Long, Manager of Employment and Training, Human Resources, Point Loma Nazarene University

“We had hoped we’d improve our retention by 3% but with the help of Dr. Raisman, we increased it by 5%.”Rachel Albert, Provost, University of Maine-Farmington

“Neal led a retreat that initiated customer service and retention as a real focus for us and gave us a clear plan. Then he followed up with presentations and workshops that kicked us all into high gear. We recommend with no reservations; just success.”
Susan Mesheau, Executive Director U First: Integrated Recruitment & Retention University of New Brunswick

“Thank you so much for the wonderful workshop at Lincoln Technical Institute. It served to re-center ideas in a great way. I perceived it to be a morale booster, breath of fresh air, and a burst of passion.” Shelly S, Lincoln Technical Institute


Monday, November 02, 2009

Enrollment Increases - Are They Really All That Good ? For Students?

According to a recent report entitled College Enrollment Hits All-Time High, Fueled by Community College Surge by Richard Fry, Senior Research Associate, Pew Research Center colleges had enrolled almost 11.5 million students, or 39.6% of all young adults ages 18 to 24. In 2007, four and two-year colleges enrolled about 11,161,000 students. In 2008 that jumped over 9% to 11,466,00 or around 305,000 more students. And the anecdotal evidence suggests that in 2009, that number has increased another 10%.

Isn’t that great?

Nah. Not really.

Well, not necessarily. As usual we have jumped on the bandwagon of the number enrolled students in the Fall and how many more have started college this year over last. We focus on the incoming numbers at the start of the game. But are not looking where we really need to look. The win-loss column. Graduation.

Higher education is too often like the losing coach of a football team. “We played a great first quarter. Started off well. Put up some numbers but just couldn’t hold them.” The first quarter does not decide the game. The final score does. In football, it is how many time a team puts the ball over the goal line or through the uprights. For a college, it is how many students cross the stage and receive a certificate or diploma.

It does not matter how many start college. It does matter how many finish it. And if you look at our ending scores, it is almost sad that so many people are starting college.

If they start in a four year college, only 50.6% will cross the finish line in six, yes six years. Right, the game is supposed to have four quarters but to try and show some success, we now allow the four quarters/semesters to run for six years before we call the game over. Even so the number is dismal. Only 50.6% will cross the goal line in that extended period.

So with 8,041,000 students enrolled in four year schools, only 4,068,746 may succeed in six years of attendance.

For two-year colleges where the greatest enrollment grown occurred, the number is even worse. According to NCHEMS, the national three-year graduation rate in two-year associate degree colleges was 27.8% in 2007. That percentage is pretty consistent over the years by the way. Or to make sure we all get the full impact,72.2% of all students that started at a two-year college DID NOT GRADUATE !

Considering that the conclusion of the Pew Center study was that almost all the enrollment growth was in two-year colleges, this means that of the 305,000 additional students, if the percentages hold, 220,210 will have dropped out, stopped out, flunked out, failed or whatever phrase one wants to use for not graduated - not succeeded.

Consider that the average community college costs students $6,750 per year including all costs according to the College Board as quoted in the Pew Trust report. The net price to students includes published tuition, fees, room and board minus grant aid. The average Pell Grant according the Federal government was $2,770, That leaves an average net out of pocket cost for community college students of at least $3,980. With books, transportation and miscellaneous costs it easily exceeds $4,000 out-of-pocket. Net cost times the average projected number of drops leads to a collective financial loss of $88,080,000 from these students' attrition.

That’s a big dollar number but it really only represents the lost millions from the current increase in enrollment. It does not speak to the pre-existing base of students which is also going to incur the 72.2% attrition prior to graduation. Students drop out during every term/semester of every year. It is not just a first year phenomena as most school's numbers would have one think. We normally publish the first to second year attrition rate which is why it seems so small in comparison to the reality.

To bring it home with a specific example, I have placed some slides from a presentation at a community college at which I spoke recently. Figures are based on its approximately 35% graduation rate.












So the point here is that it does not matter how many more students are enrolled to begin with if a college is losing 65-72.2% of all of them. Of course, we can all argue that the numbers are wrong. After all, some students come to a college just to try, to taste college and see if it is for them. And others just stay a year, accomplish what they wanted to and leave. Yet others, like Mary Kay took eight years to complete her two year program but she will be done with her bachelor's in just seven. There are numerous anecdotal anomalies and traditional excuses but the research numbers have already encountered and considered them. We should all do the same and not look for excuses but for solutions. The fact is that more students leave college than succeed in it.

In fact, if community colleges continue to lose 72.2% of their initial cohorts over three years and four-year schools lose 49.4% of all their students in six years, it is not necessarily good news at all that more students are starting. It can be seen as quite sad news since so many millions of lives will be hurt through dropping out and failing at college. Moreover, those drops also mean that family wealth and the growth of our economy drops with them. Students who leave college without graduating have absolutely nothing to show for it. Except months or years wasted in pursuit of a better future. Their return on investment is a negative.

Society’s ROI is a negative also. Consider that the Pell Grants of $2,770 for the average community college student and four-year degree students comes out of tax revenue. We are paying out taxes that are being wasted. Think of that the next time you drive by a college. Wasted not by the students but by the schools who accept the students and do not provide the academic customer service that could keep an additional 84% of these drops in school to graduate. Or by schools that suffer from enrollment ethical deficit syndrome and enroll students they know will either not make it, or only succeed with a great deal of assistance but do not provide it because it is too costly.

It is time for us to stop congratulating ourselves on the increased number of students entering college and start celebrating and demanding an increased number of students graduating. It is through crossing the goal line and graduating that students, society and the economy really succeed.If there are any questions you might have after reading this, I will get back as soon as I can but it may be a couple of days after the posting since I am having some knee surgery. Already had my heart cut out when I was a college president.

If this made sense to you, consider obtaining a copy of my best selling new book on retention and academic customer service


AcademicMAPS is the leader in increasing student retention, enrollment and revenue through research training and customer service solutions to colleges, universities and career colleges in the US, Canada, and Europe as well as to businesses that seek to work with them
We increase your success

CALL OR EMAIL TODAY
TO INCREASE YOUR SCHOOL'S RETENTION

www.GreatServiceMatters.com
info@GreatServiceMatters.com
413.219.6939
GET A COPY OF MY NEW BOOK THE POWER OF RETENTION: MORE CUSTOMER SERVICE IN HIGHER EDUCATION by clicking here. Conduct your own campus customer service retention seminars. Discounts on multiples copies of The Power of Retention.
“We had hoped we’d improve our retention by 3% but with the help of Dr. Raisman, we increased it by 5%.” Rachel Albert, Provost, University of Maine-Farmington

“Neal led a retreat that initiated customer service and retention as a real focus for us and gave us a clear plan. Then he followed up with presentations and workshops that kicked us all into high gear. We recommend with no reservations; just success.” Susan Mesheau, Executive Director U First: Integrated Recruitment & Retention University of New Brunswick

“Thank you so much for the wonderful workshop at Lincoln Technical Institute. It served to re-center ideas in a great way. I perceived it to be a morale booster, breath of fresh air, and a burst of passion.” Shelly S, Lincoln Technical Institute






Monday, October 26, 2009

Attendance 2: Putting an Attendance-Based Retention System in Place


Once the school has realized that attendance is one of the most important retention factors and put a required attendance policy in place, then it is time to build the system to support the policy. We don’t want the attendance policy to be simply counting prisoners in the cell block. Nor do we want attendance to just be seen as a negative accounting tool. It is important that a system be in place to use the results of taking attendance.

When I hired Bill Berry* to be the VP of Retention and Graduation Success at Briarcliffe College… Well, actually I was not able to hire him for that position because the powers that be thought that was not an appropriate title. We should not be so obvious that we were focusing on retention after all. So… well, let’s call the position VP for Student Services. So being a compliant type, I…Okay so I was not all that acquiescent. I disagreed since I always felt the title should be an accurate description of the reality. Like Fox News should not be called news but propaganda but that does not read as well. The Fox Propaganda Channel… Does have a ring to it.

Anyhow, the position was so important to student success as well as our own

(retention does lead to increased tuition revenue after all) that I would have let them call the position Melvin to get Bill in place.

Bill came on board as we put the required attendance policy in place. I would like to be able to say that I convinced everyone including faculty of the value an rightness of requiring students to attend but that would be a lie. After months and months of debate at the Faculty Senate which acted a bit like Blue Dog Democrats, we did not have a policy. I had set a deadline for a recommendation and that deadline came and went – twice. So after the second closing date coming and going, I made the decision. Retention was just too important an issue to allow it to be debated to death while students were dropping out or being flunked arbitrarily due to the college not having a clear and supportable attendance policy. So, we put one in place. (This was the royal we I must admit)

The policy allowed students to have no more than three unexcused absences from a class. Following the third absence, the student would fail the course.

The Attendance Support System

It was decided that every class would have a roll call at the beginning. The completed roll call was to be brought to the Student Services (read Rert5entuion) Office immediately at the close of class. This was planned to be made an instant electronic system in which the roll would be on-line and a simple X beside a name would be sent to the Retention Office in real time.

If a student missed a class, the faculty member was to call the student at home to see if there was anything keeping the student from attending. We did ask students to contact the faculty member prior to the class or as soon as possible if he or she was not to be in class for a valid reason which could consist of illness or unavoidable emergency. The faculty member would decide if the emergency was unavoidable and also determine if this was an excused or unexcused absence.

We quickly grew to find which faculty did call the students and which did not. Notes were sent to faculty who did not indicating that the call was part of their responsibility to the students and the school. To the students because if the faculty member found out a student was ill for example, the faculty member and student could make arrangements right then and there to assure one another that the student would get the notes from class lectures or discussion as well as the homework. This way the student could perhaps stay up to date with the class and not lose time and learning.

The school also learned right away if there was a problem with a student so we too could help out. If a student missed classes because of a transportation problem, we could try to find someone close by that the student could care pool with. Or we could develop a public transportation option that would help.

VP President Berry hired three counselors whose jobs would be to stay in contact with students at least once a week for most students and twice or more a week for at risk students. At risk-students were identified as those who had missed two meetings of a class as well as those who were in academic jeopardy, had indicated some concern about staying in school, had financial issues and the such.

VP Berry also met with the most at risk students himself on a regular basis. Students soon came to see Bill and his counselors as those who were always there to help them solve problems, get extra help or just listen when they needed an ear to drop some personal thoughts or concerns into.

The counselors received the lists of students who missed classes so they were able to keep their spreadsheets up-to-date. They did not have to wait until the problem had passed into the red zone to act. They could help students almost immediately. They would pick up the phone and find out what was going on in a student’s life that was keeping him or her from school and do something about it. When for instance they found that there might be a financial issue, they would often go with the student to the business office to see what could be worked out.

The counselors knew their jobs were to keep students in college so they could graduate. That was their primary and secondary mission and purpose.

Immediacy is Important to Attendance Success

When a student misses a class and there is either no sanction or no one seems to miss him or her a strong message is received. If the class is cut and there is no penalty, the student can learn it is easier not to go to class than to go. Staying home and watch TV for a day because he or she just does not feel like going to class can be much more pleasant than sitting in a class one does not enjoy or care about. Watch TV and hey…No problem. No penalty. Well, why not just do this again?

So the student cuts another day. No consequence again. No one seems to care that another class was missed. “I’ll go back the next class.” But when that comes around the student often feels like “Well, I missed two days and no big deal so one more….And besides, I missed some stuff and maybe I’m gonna be too fare behind so… Yuh, I’ll just get the notes from someone and go back after I catch up. I mean no one seems to miss me from there so I guess it’s okay.”

The second lesion is included in the first. No one seems to care. And that is a very dangerous consideration. Especially since the feeling that no one acres about me is the top reason why students drop out, or fade away into the land of attrition. But when a faculty member would call the same day and ask the student why he or she was not in class, a very different message came through loud and clearly.

WE CARE ABOUT YOU. And if your teacher did not call, I a counselor am calling.

We care enough to try and find out why you missed class. If you are pout for a good reason we are also sending the message that we will do all we can to help you stay up with the class and get you the information you missed. If there was not a valid reason to miss the class, the message is equally clear. We noticed you were not in class. We care about you learning as much as is possible. There will be a penalty which will range from my embarrassing you with a call all the way to some grade affect. So you better get back ASAP.

The immediacy of the contact from the school was powerful. If a student were out for valid reason, the immediacy reinforced the sense that we cared. We cared so much that we were not waiting to see if there would be a second day missed. If a student just cut, the immediacy said we are not kidding about the importance of class attendance. And we are concerned about your cutting class. One student who was called said it was worse than if his parents found out he cut a class in high school and they really gave it to him. This was the College coming after him for missing a class. And sometime the College came right to the dorm room to see what was going on!

Involving The Home Front

We knew that if a student missed a second class without reason that student was now at serious risk. The greatest correlation between probability of dropping out and then actually doing so was the number of class sections missed. We also knew that if a student had three unexcused absences that student would fail. That failure usually led to dropping out for fear of failing out.

We were primarily a commuting school so we took advantage of that. We also realized from experience that many times, the parents had no idea the student was skipping classes. They became aware of the absences when the student was dropped from the College for missing too many classes and failing. That was when we heard form the parents. They would call angry at us for not doing anything to keep the student t in class. Well, that was more prior to putting the attendance retention system in place.

If a student missed a second class, a postcard was sent to the home. The card said that we were sorry he or she had missed two classes and was now in jeopardy of failing the course. Please contact the faculty member or the College immediately so we could se e what we could do to help them stay in the class and in school.

That really did the trick for many students. Somehow parents who were paying the high tuition of a private college were somehow bothered that their son or daughter was not taking full advantage of the education Mom and Dad were working hard to pay for. Most often, attendance was not a problem for that student going forward.

The phone calls home could also have a similar effect if a message was left on the phone when no one picked up during the day. “Hi (student) this is ________ at the College just checking if I need to get you the notes from today’s class since you missed it. Just call me and let me know.”

And yes, we did comply with FERPA and did obtain FERPA waivers from students during orientation whenever possible.

THE EFFECTS OF THE ATTENDANCE POLICY SUPPORT SYSTEM

The results were simple. Retention went from 54% to 76%.

Not bad. VP Berry and his folks tracked every student, showed they cared about every one of them and made the attendance policy a very positive factor for students and the college.

* Bill Berry is currently a senior consultant with AcademicMAPS

IF THIS ARTICLE MAKES SENSE TO YOU, YOU WILL WANT TO OBTAIN A COPY OF THE BEST-SELLING NEW BOOK ON RETENTION AND ACADEMIC CUSTOMER SERVICE

THE POWER OF RETENTION:

MORE CUSTOMER SERVICE IN HIGHER EDUCATION

by clicking here

AcademicMAPS is the leader in increasing student retention, enrollment and revenue through research training and academic customer service solutions for colleges, universities and career colleges in the US, Canada, and Europe as well as businesses that seek to work with them

We increase your success

Contact Us Today

CALL OR EMAIL TODAY
www.GreatServiceMatters.com

info@GreatServiceMatters.com

413.219.6939


“We had hoped we’d improve our retention by 3% but with the help of Dr. Raisman, we increased it by 5%.”Rachel Albert, Provost, University of Maine-Farmington

“Neal led a retreat that initiated customer service and retention as a real focus for us and gave us a clear plan. Then he followed up with presentations and workshops that kicked us all into high gear. We recommend with no reservations; just success.”
Susan Mesheau, Executive Director U First: Integrated Recruitment & Retention University of New Brunswick

“Thank you so much for the wonderful workshop at Lincoln Technical Institute. It served to re-center ideas in a great way. I perceived it to be a morale booster, breath of fresh air, and a burst of passion.”Shelly S, Lincoln Technical Institute


Monday, October 05, 2009

Required Attendance and All the Attending Excuses Against it

For the life of me I do not understand the attitudes and rationale of so many faculty toward student attendance. All I need to do at most every workshop is review the institution’s attendance policy with the audience and kaboom, the fight is on. Yes, I did say fight. Most faculty and some administrators immediately disagree with me. They yell out “what do mean we should not have an institutional attendance policy? We insist that students learn the most they can by attending every class and learning from us. Don’t you realize that required attendance is a major positive factor in keeping students in college leading to their graduation and institutional success. That, in turn. can return a significant percentage increase in retention and revenue? What’s more….”

Oh no. Wait. That’s what I say. Silly me. What was I thinking?

That is me saying that every college and university should have a clear, consistent and meaningful attendance policy that states that being in class is so important that students must attend all classes? Important because students who do not attend classes are at greatest risk for dropping out. Important because students who miss classes are not gaining the value of the teacher’s instruction and thinking on the material. Important because the student also loses out on the very important teacher-student communication and relationship. Important also because it is the student and faculty interaction that is the reason we have faculty at a college or university. If students do not need teaching faculty to learn from in classes, the need for faculty disappears.

Yet every time I raise the topic of requiring attendance, someone is bound to disagree AND speak out. (There are always people who disagree but remain quiet until later when they get animated and assertive among like-thinking people because that’s the academic passive-aggressive way we do things.) And when they disagree in a workshop for instance, they do so vehemently. Example, a week ago I was giving a workshop in retention and customer service at a large community college. I mentioned that the college had about a thirty percent four-year retention/graduation rate that would be significantly improved with a consistent and encompassing college-wide attendance policy. A policy that would make attendance mandatory. Immediately a faculty member passionately shook her head no and raised her hand. I saw her and asked her what she wanted to say.

“Students are adults and they need to learn to be responsible for their own choices They need to learn there are consequences to their actions” she said as does someone at most every presentation and workshop I have ever given. This statement of course indicates the belief or assessment that students have not yet learned to be responsible so we should teach them that. By allowing them to be irresponsible!

By allowing them not to come to class and learn the material properly we allow them to become intellectually bankrupt on the subject. Then we let them prove their irresponsibility by putting material from class lectures on the exam knowing that if they did not attend class they cannot pass the exam. Hmmm. Sort of like letting someone have a mortgage they can’t possibly pay for and we know it but sell it to them anyhow. I suppose that’s sort of teaching them financial planning by going bankrupt? Who knew Countrywide was a teacher?

The students in our classes are not yet responsible or even learned enough to make many decisions. That’s why when we assign homework we give a date for it to be handed in. That we can eve be fairly firm on. “It is due on next Tuesday. If it is not in then, I will not accept it without a valid reason.”

Why is it so important to not trust them on turning in homework on time but it is okay to let them to not attend a class in which the homework assignment and material related to it are handed out or have been discussed? Am I the only one who sees a major contradiction here? Why not just trust them to hand it in on time? Or better yet, why not trust them to hand it in at all? Why isn’t homework an optional attendance sort of thing. “Hand it in if you think if you think it’s important? Or if you can pass the class without doing or handing in enrollment, fine?” Contradictions anyone?

Why do we even believe they are responsible enough to make the right decision to attend or not attend class? What is it about enrolling at a college or university that makes anyone believe these people are responsible or even sensible? This is especially so for freshman which by the way is who the faculty member who asked the question at the workshop taught.

The Tinkerbell Theory of Student Maturity I suppose it is the widespread academic belief in fairies that does it. You know, Tinkerbell, the maturity fairy of the Tinkerbell Theory.

The Tinkerbell Theory is most clearly elucidated in the belief colleges have that their students know how to be students. Actually, too many schools have a misguided belief in Peter Pan and fairy dust. They believe that somehow magic occurs on the stage in the local school auditorium at high school graduation. An immature high schooler starts across the stage. And with him or her walks all the attitudes, ways of thinking, and attitudes ingrained over 12 long years. These are the same very characteristics that made the soon-to-be high school graduate have to prove he or she was capable of succeeding in your college. Then, he or she stops and just as the high school principal hands him or her a diploma, a small, invisible maturity fairy flies overhead and sprinkles magic knowledge dust on the graduate. POOF!! You’re a college freshman! What was a latent college student suddenly sheds his or her immature ways and is suddenly metamorphosed into a mature college student ready and capable of meeting the demands and dictates of college!


And if for some odd reason the fairy dust did not complete the transformation, the next ten weeks of summer vacation complete the transformation. After all, that freshman is no longer a high schooler. He or she is a freshman at Neverland U and all our students know how to be students. After all, they are here at college.


But this is far from the truth. Peter Pan was fictional and so is the belief that incoming students are college students upon walking on campus. (The Power of Retention: More Customer Service in Higher Education; p. 157)

The Tinkerbell Theory also applies to upperclassmen (or upper-class people which is a phrase that yes is PC but sounds like I am talking about some characters in a .Shaw play) Perhaps not as obviously but it does apply to most of them. Simply because they have been attending your college does not make them mature or responsible. And we all know this. We even complain when they act irresponsibly.

For example, do students suddenly shut off their cell phones in class if they are juniors? Not unless they have been taught to do so. Do seniors not text during class? Only if taught they cannot do that in class. When a freshman returns to campus as a sophomore does he or she come to class on time? Even better, if he or she has passed Comp 1(and 2 if you demand it) is the student’s writing now mature and correct? Etc. Etc……. What else is fictional is that we teach them responsibility by letting them choose to be irresponsible; to go to class or not.

Physical maturity in no way equals mental maturity. Maturity is something that is learned and taught. We accept that as a given with young people for example. We teach them how to share, how they need to clean their room, brush their teeth, wash, bathe, look before crossing, do their homework … If we want a child to become a religious person we teach them and even demand they go to church, temple, mosque… If we want them to play a musical instrument we make sure they attend classes and practice. And we do make them go to classes, if they are our children!!!!!

If It’s Good Enough for Your Kids…. Alright, this will give you all time to think of a better answer than I have yet to receive at a workshop or presentation when I ask the following. When people start the argument on class attendance, at some time I will ask that person or persons if they have children in college. Most every time at least one does. “Okay, Let’s assume you are paying only $10,000 a year for school. Only $10,000. Public university. Your child completed a FAFSA waiver at school (which should be done at every school) so could you call to find out why Jennifer is concerned her grade in a class is not that good. You are told that Jennifer is not attending that class. What do you do?”


The faculty member invariably says something akin to “I’d tell her to get her butt in class , not skip classes and go for extra help!”


So if it is good enough and important enough for you to tell your child to go to class, why isn’t it equally good and important for other peoples’ children in your classes to have to attend? That’s when the “ahhhhhh” and “we fell into that” light bulb moment hits. But fear not, the light gets turned off quickly.


And then I respond “Why didn’t you just shrug your shoulders and say something like ‘well I guess that’s her just learning to become responsible?’ Or don’t you want your children to learn responsibility the very hard way you would let other peoples’ children learn responsibility. By getting to work at some minimum wage job for their semester off? Oh by the way, most every business does not teach responsibility by making showing up for work an option. When workers do not come to work, they learn about looking for another job. Interestingly enough, that is true at the colleges and universities at which we work too.”


Not Enough Time and I’m Not a Disciplinarian Excuses Okay but how does taking attendance make someone into any of the above? It doesn’t. It is like teaching itself. It is all in the way you do it. If one gets to know her or her students, attendance is easy. You can recognize who is or is not in class an check them off. If you don’t know them well enough, then you may not be doing a great job of connecting with them anyhow. Little says connecting an caring like “yes, whatsyourname” or “you in the blue blouse.”

Or it is east to simply go through the roll, call out their names ad see who responds. That way you can check to see who is here and…Wow! Start to learn their names!!!

One could also assign some student to take the roll or pass the attendance sheet around. That is not as effective of course. Some students will work it out so they can skip and not learn from you. And well, you will not learn their names but it is a way to not get too acquainted with anyone in the class. And yes, I know you will say you get acquainted to many of the students in class in the process of teaching. Of course, you can’t get acquainted with those who don’t show up. And we all know the pile of research that indicates that a feeling of association with a faculty member is a very important retention and learning factor.

Just Not Enough Time to Take Attendance Roll I also get the excuse that there just is not enough time in the semester to take attendance every day. Yes, the two or three minutes it might take will kill the ability to learn all the material. It would also take time away from the time devoted to discussion of topics that have nothing to do with the class subject matter such as how stupid the administration is, or how no one should be laid off, or why you’re sorry you are late but the faculty parking lot is far away, or one of so many topics that some waste time on as we pontificate rather than teach.

One might also just start the class on time. As I investigate retention issues and customer service for universities an colleges, I am always amazed at the high number of classes that simply do not get roiling until at least five minutes have gone by wasted. In many cases, the delay is caused by late students, late faculty members, faculty talking to students at the front of the class rather than office hours or after class or the faculty member and class not knowing how to come to a decorous academic order.

By the way, taking or calling attendance is a way to call the class to some sort of order. It can be the signal that the academic world is about to intrude on the more relaxed and disorder of the non-academic world in which people can do as they please without regard for others and a faculty member. Calling the roll also signals that the faculty member is asking for decorum, academic decorum in the classroom. Calling the roll is a well recognized signal to students that a separation from the non-academic to the academic has taken place so get with the appropriate decorum.

Another excuse I hear is that faculty do not want to be made into those who cause students to get into trouble, to report on them. But then if that is a concern why give grades and report them? After all nothing can cause problems more than a not too nifty grade?

I Have Nothing to Offer A quite prevalent response to required attendance is that this is college, an academic environment in which we are teaching ideas, ways of thinking and specific course material and information to students to prepare them for life. We are trying to instill in them a process of inquiry that can lead to mature decisions later on. Okay. Fair enough but can students learn if they are not in class?

If students can learn as much when they are out of classes as they can from a faculty member in the class, the issue is not attendance at all but the value or lack of value the faculty member brings to the material and learning. If a student can learn the same amount of process or information or whatever just by reading the books frankly that faculty member teaching the class is…well…not worth much. Maybe nothing. Maybe less than nothing since he or she is wasting student time and institutional resources.

Actually, these embarrassments to the profession are the best argument anyone could bring against requiring attendance are the professors who just do not teach well or give a damn about student learning. Because requiring students to suffer through these people is not right. And the professors and classes do add to inclination to drop out or transfer from the school. They also reflect very poorly on you, and colleagues who are dedicated and good teachers who care about learning and teaching well.

Oh don’t get all collegial about it. You know I am right. If the faculty member does not add significantly to the learning and understanding of the material or topics of the class, why have the person in the class at all? Why not just have students read the books and take tests and save the faculty members salary for someone who does add to learning? And yes you know who in your department I am talking about but I know as well as you that thought you know that person is a waste of clean air you will do nothing about it.

Please realize that when a professor tells students that they do not have to attend his lectures and they can pass by reading the assignments, doing the homework and taking tests, he is saying “There is no value to my lectures or classes. I, in fact, have nothing to offer you that you cannot get from a book.” This is a clear admission that I am useless as a teacher. I have no value for you. And in turn that diminishes each every faculty member teaching at the college or university. The fact that “there is room here for someone useless and I am paying for this worthless piece of the faculty” makes students wonder about other professors. And it does not mater if he or she is a brilliant researcher; not to the student in the class trying to get something of value out of it. Nor does the excuse cut it that this is an academic environment and I need to be collegial with my colleagues to the deficit of students and the reputation of the institution.

Anyone who tells students directly or indirectly that attendance to hear and discuss the lectures is not required to pass the course is saying I have nothing of value to offer you. A dead book is just as valuable.”

Weak Administrators and Legal Ramifications The “this is an academic environment” excuse leads directly to another popular reason why faculty oppose required attendance although I have yet to have anyone argue against required courses. Hmmm, we require courses but do not require students to attend them. “How very odd” said Alice.

The reason why some faculty opposes required attendance is they believe that the administration will not support them. They believe that if they are going to fail a student due to missing too many classes, the student or parent will go to a senior administrator who will tell the professor to work something out. Make it go away. Okay. I have to concur that there are some administrators who would do just that. Often while waving what they claim is customer service. It is people like these that give customer service a bad name. What they say is customer service is not. It is just making the problem go away because I don’t feel like dealing with it or listening to an angry parent or student.

Keep Academic Customer Service Principle 11in mind:

11. The customer is not always right.

That’s why they come to college and take tests.

(If you’d like a copy of the 15 Principles of Good Academic Customer Service just click here and just ask)

Furthermore, these people can get away with asking you to make it go away or figure something out because there isn’t an institutional policy that the weak kneed need to lean on. In the same way they can point to an institutional, state, federal or some other agency policy and tell a student or parent “I’d love to help you but my hands are tied because….”

This can occur because there isn’t an institutional policy. With a patchwork of individual policies which hopefully are eluciadated in the syllabus (which is a legal contract I hope you all know since what it is in there is what must be followed in this class) it is much easier for a weak administrator to pass the buck back. If one section of a course requires attendance for all lectures except for excused absences; another has no required attendance; and a third lets students miss three meetings, you can see how easy it would be for a weak administrator to manipulate the situation if a student in the no miss section had two unexcused absences and was flunking as a result. Moreover, just think how well some attorney will be able to present the inconsistencies to a jury when some family sues because junior flunked the course due to the two unexcused absences while other students never went to the same course, different section, and passed.

An institutional policy takes away the possible manipulation and even legal action in which a plaintiff could sue not just the school but you individually. It also would not allow an administrator to suggest, ask, imply, persuade a faculty member to possibly consider passing the student against the attendance policy in the section even if other students may have flunked for non-compliance with the attendance policy for the section. WOW! Couldn’t that lead to a great lawsuit?

But these are the weak people-pleasing administrators. When I ask the senior administrators at the colleges and universities I have worked for and with if they would support a faculty member who followed an institutional required attendance policy. Every one of them stated support for an institutional policy but also realized that this is an academic issue that must be resolved by the faculty.

So now, why oppose an institutional policy? What is the value of a hodgepodge of non-policies? They do not help students. They open faculty up to disparagement and even legal sanctions. Whereas an institutional policy helps students, promotes learning and keeps faculty out of court.

IF THIS ARTICLE MAKES SENSE TO YOU, YOU WILL WANT TO OBTAIN A COPY OF THE BEST-SELLING NEW BOOK ON RETENTION AND ACADEMIC CUSTOMER SERVICE

THE POWER OF RETENTION:

MORE CUSTOMER SERVICE IN HIGHER EDUCATION

by clicking here


AcademicMAPS is the leader in increasing student retention, enrollment and revenue through research training and academic customer service solutions for colleges, universities and career colleges in the US, Canada, and Europe as well as businesses that seek to work with them
We increase your success
Contact Us Today


“We had hoped we’d improve our retention by 3% but with the help of Dr. Raisman, we increased it by 5%.”Rachel Albert, Provost, University of Maine-Farmington

“Neal led a retreat that initiated customer service and retention as a real focus for us and gave us a clear plan. Then he followed up with presentations and workshops that kicked us all into high gear. We recommend with no reservations; just success.”
Susan Mesheau, Executive Director U First: Integrated Recruitment & Retention University of New Brunswick

“Thank you so much for the wonderful workshop at Lincoln Technical Institute. It served to re-center ideas in a great way. I perceived it to be a morale booster, breath of fresh air, and a burst of passion.”Shelly S, Lincoln Technical Institute


Tuesday, September 29, 2009

Retention Rates and Fulfilling Expectations

A reader from Point Loma Nazarene University sent me an email that started this piece on expectations, retention rates and customer service. He wrote

I’ve enjoyed reading your blog and am currently reading your book, The Power of Retention. I have a question about the difference in responses of students in private versus public colleges and universities. Have you found that students who leave private universities do not leave for poor service as frequently as they do in public ones? Our retention rate is much higher than the ones in your examples.

No I don’t. In fact, customer service issues are a stronger reason for leaving a private college since there is usually more investment at stake. To start with, the higher cost of a private college or university over a publicly-assisted college brings with it higher service return demands. There is an interesting situation created by cost in reference to service provided. In all but the top schools, the higher the cost to attend, the higher the expectations.

It is the same as if you were going to an expensive restaurant versus say a McDonalds. In a higher cost eatery or bistro.(don’t you love the way the name of the place often equals overpricing? Joe’s Diner versus Joseph’s Refectory? Also why so many colleges suddenly became universities….Same food just seems more impressive?) In the bistro where a burger, (‘scuse me) ground Angus steak costs $9.90 one expects more meat, more quality and flavor and the burger or ground steak should be served with a side of pom frites fries would not do in a bistro), a side of vegetable perhaps, on nice dishes, cloth table cloth and really “your way.” The customer also expects a nice ambiance and surroundings. That guy on his cell phone on the table to the left is annoying because he is talking loud to make sure the listeners and the world hear him. But you sit on a comfortable chair, place a fresh cloth napkin on your lap and wait for a server to come to you. He or she takes your order and then presents the meal. If the burger is not cooked the way you want, you call the waiter over and expect a replacement to your satisfaction. You also expect that the waiter will be attentive to your needs as well as ask at least once if everything is okay? The waiter should be conscientious but not overly so. The bill is brought and with tax, the food and experience are $11.12 plus a $2 tip and an hour of your time

Now let’s say that in the bistro, the waiter was a bit slow to respond to your request for more water, or the burger was served cool; not hot but not cold enough to really complain. The frites were fine but there were just a few of them. And the vegetable side was slightly overdone broccoli. Was the burger and resta…uh bistro worth it?

At McDonalds, you stand in a line. Wait to shuffle to a counter where an underpaid young person waits for you to come to her. She asks for your order. You say what you want, stand and wait some more. A thin meat puck on a bun wrapped in paper and a small bag of thin fries is handed to you by the inattentive young person who simply says, thanks before turning to the next customer or friend behind the counter. You walk away; sit in a hard chair at a cold Formica topped table wipe your hands with a small, paper napkin feeling just fine with the purchase. People around you are on cell phones, talking a bit loudly and there is a kid running around the place. The bill for the Angus burger and fries - $4.96.

Less than half the cost and likely a greater fulfillment level even if the burger and fries were actually not as good as at the Bistro. Why? Because the expectations were lower for McDonalds and they were fulfilled. The Bistro costs more so more is expected. The Bistro is expected not only to provide a good burger and fried but service equal to the cost as well as an ambience to match. The noise at the Bistro is disturbing; at Mickey’D’s expected. The uncomfortable chairs, well what do you expect? It’s McDonalds. It is anticipated and there are lower expectations anyhow.

Of course the expectation commands a great deal of the fulfillment of it. Even a very negative expectation in service can lead to fulfillment and full ROI such as at a restaurant like Durgin Park in Boston as explained in my book The Power of Retention. (C’mon, You should expect I will at least mention the book which is about to go into a second printing since the first is about sold out!!)

So now to relate it to schools. A more expensive school; produces greater expectations. If one is paying $25,000 a year, that student and family will expect a $25,000 experience. If they get poor service from people at the school and it feels more like “would you like fries with that course?” the feeling of roi fulfillment will be low. If a student can’t get required classes because the number of sections were cut, that’ll feel like “we’re out of burgers tonight even though we advertised them to you. We’ll have them again Fall of next year…” The response is simple “Hey we are paying $25,000 tuition a year. If I wanted to get a $5,000 experience, I’d go to Mickey D U down the road.”

If the university serves decent academic customer service (which again folks is not just smiling and pretending to be nice though that does help) then the expectations might be met. Students will feel and calculate they are receiving return on their investments and complete the daily buying opportunities. They will go to classes and feel a part of the University.

Now to all that there is also difference in demand level based on the investment within a pricing band. A pricing band is a set of schools that are similar in what they offer within a similar price. Bands are often also governed by location since bands are flexible in whom they include. The bandings are often made by buyers much as they would consider another group of possible purchases by cost, i.e, 42 inch flat screen TV’s. from $700 to $1200. (Oh, right schools are not TV’s. Not a product that is decided by price and affordability….. And how did you decide what schools your child could look at? And you could afford?)

Schools within a price band are usually the ones that the customer compares one another too. These are what we can afford and are located where the student and we have a comfort level while offering an Angus burger. The higher the cost of a school within a band, the higher the expectation of academic service and ROI of course. So, if a private college with a $25,000 tuition is in a pricing band of private schools ranging from $12,000 to $28,000 of more or less equal brand value, the investment in the $25,000 is thus considered to be higher than most, but less than others. So students and parents will expect ROI based on cost within band; better than some, less than others.

If a student chooses a lower level cost within the band the expectations will be lower for it. It may not be quite as good as University A but we can afford it. The dorms are older, and it does not have as many major but it’ll give Janie a good start. Expectations will be lower and the odds of meeting them will be higher.

Now should Janie have to drop all of the schools in the band and look at a public school or even a community college, the expectations drop of course but so does the probability of success. The expectations can be met sure. But they have been dropped so low that they are not even really expectations as such. They are just acceptances. The immediate expectation of going to a private school has been replaced with an almost unpalatable alternative. So actually the expectations are that the college will not be able to meet real needs and the original ROI. In the case of community colleges chosen as a low cost alternative to a private school or even a public university. There is no way it can fully meet the expectations of a four year degree. NO WAY! Students who originally decided they wanted the Bistro burger who have to get the McD’s Angus will find it unpalatable. They will leave for the Bistro as soon as is possible. This partially explains why community colleges have such a low retention to completion rate.

There are indeed many cases in which students go to the community college which meets many parts of their multifaceted ROI such as getting the money’s worth within a caring and student-focused environment in which they feel welcome and a part. And there are numerous situations in which students find that the community college provides excellent teaching and learning which are of course central issues to a real educational ROI. They adapt to the McD’s of education and find that they are pleased and might even look forward to it keeping the Bistro burger for a later date. Some even find they don’t want the Bistro burger at all. In these cases their expectations have shifted.

That said, schools that have a clear mission that is embedded in all they do such as a religiously-based school like Point Loma will often have a higher retention than one that is not focused. Point Loma Nazarene University being a religiously-based or focused college thus has an advantage in that its students sought it out for a faith-based reason as well as an educational one Their expectations of ROI are shifted a bit from financial to emotional and affective so the money issue lessens in favor of am I getting the spiritual and personal attachments I expected and need as well as the education? The singular and fulfillment of focus is helping Point Loma

I recently did a customer service for retention audit at a very fine university that had lost its clear focus. It had moved from being one of the finest military-focused educationally universities to trying to accommodate too many focuses. Students came to the University because of the military corps culture. Both the military and civilian students selected this University because they either wanted to focus on military training and education or they felt that a school with an active military training program would be serious and safe.

They were having some retention issues starting in the sophomore year because of the loss of focus. Freshman cadets went through a training regimen that identified them and the University as the militarily-focused school they expected. Then after a full freshman year experience, the military dropped off enough to make too many students question the focus they had signed on for. Our audit pointed out the perception that the University had strayed a bit as well as some other issues. Students did not feel as if they were getting the ROI they had paid for. The President of the University is a solid leader and has been issuing clear statements of focus and purpose that have been very well received by the corps of cadets and the non-military students. That, maintaining excellent teaching and learning as it has over the years and attention to some other overt customer service issues are underway but we believe the most important finally will be the clarification of a unified and singular focus. That will retain many more students than in the past.

Finally, since Point Loma can boast of recognition in US News, it adds to the sense of value and ROI whether it is really there or not. Students and parents believe they are getting the ROI’s for the most part as a result of the external certification. For example, the 306 name brand schools have a higher retention rate than most other colleges not only because they can enroll those that fit their culture but also because students believe they will get the ROI and service based on the brand name. The difference between a Rolex and Timex. Each will tell time but people will invest more in the Rolex and believe its time is more accurate and thus worth the extra cost. The times will be accurate as well, but it is a Timex. But if the watch is a Timex and costs $25,000 it will not sell. This is due to a negative expectation. Timex belongs in a certain pricing band and if it wanders that far out of it, it cannot find a customer belief it is worth the price.

Finally, Point Loma and other schools that have a higher than average retention rate may be doing a good job of meeting student expectations and providing good academic customer service. That’ll of course increase retention rates. I was just on a university campus with a 74% retention rate, It is doing well considering some of its factors. It is well above the national six-year retention rate of 40.6% for four year schools. It is doing some things really well to get there. But as a result of my audit, we believe we can increase retention by attending to some customer service factors like how some offices work, scheduling set up, breaking done some silos, altering a couple HR processes, etc. Point Loma and other colleges and universities may well be in a similar position. Point Loma does exceed the national average with its 70.5% in past because of some of the factors mentioned above but it could still be many percentage points below what it could be. So, start looking and thinking about what the University can do to increase its rate not just accept it as above the national average.

Keep in mind that at Point Loma and likely your university, a 1% increase in enrollment could mean almost $200,000 and 7 more graduates off to meet their futures. Seems that that 1% could be quite meaningful.


Oh, if you'd like to find out your school's graduation/cohort retention rate and what it costs the school, just ask me at nealr@GreaServiceMatters. Be glad to tell you.

IF THIS ARTICLE MAKES SENSE TO YOU, YOU WILL WANT TO OBTAIN A COPY OF THE BEST-SELLING NEW BOOK ON RETENTION AND ACADEMIC CUSTOMER SERVICE

THE POWER OF RETENTION:

MORE CUSTOMER SERVICE IN HIGHER EDUCATION

by clicking here


AcademicMAPS is the leader in increasing student retention, enrollment and revenue through research training and academic customer service solutions for colleges, universities and career colleges in the US, Canada, and Europe as well as businesses that seek to work with them
We increase your success
Contact Us Today


“We had hoped we’d improve our retention by 3% but with the help of Dr. Raisman, we increased it by 5%.”Rachel Albert, Provost, University of Maine-Farmington

“Neal led a retreat that initiated customer service and retention as a real focus for us and gave us a clear plan. Then he followed up with presentations and workshops that kicked us all into high gear. We recommend with no reservations; just success.”
Susan Mesheau, Executive Director U First: Integrated Recruitment & Retention University of New Brunswick

“Thank you so much for the wonderful workshop at Lincoln Technical Institute. It served to re-center ideas in a great way. I perceived it to be a morale booster, breath of fresh air, and a burst of passion.”Shelly S, Lincoln Technical Institute


Sunday, September 27, 2009

A Dog Has His Day and MBA


This is not a shaggy dog story but on too doggone good to avoid. Check out the tale of Chester who just received his MBA. Yup! This dog could hunt. Click here to see. You'll want to pass it on. It is on a good blog named GetEducated.com which focuses on on-line schools. It has a great service to help identify real from phony schools too. Good people.

BTW, if you went to watch the video clip on engagement and weren't able to get it, sorry but the server was overloaded with requests. Jerry was none too pleased. But it is still available for downloading and sharing by clicking here to get the clip and information on it. And comments are indeed welcome.

BTW, will be heading the Canine Studies Department at Mammon University. IT has just realized that there are thousands of dogs out there that may have completed a discipline training program but could use an MBA (Masters of Bone Accumulation) too. Mammon has always been looking for new courses to offer to increase its enrollment whether or not there is a reason or purpose for the course or program. It is in keeping with Mammon's mission and school motto Omnes Por Pecunia so it's okay. Besides, revenue is down and the school is getting concerned that it might fall out of the fifth percentile rank it was given by US Whorl Report. (Uhhh, no typo this time)

Sorry for missing last week. Retention has become an issue 6that is getting attention lately so I have been going every which way and place. The few weeks while I was in New Jersey, Vermont, Canada, Ohio, California, Florida, New York and Texas without a break. Love to spread the word and do audits to help schools increase retention through customer service but it takes a toll on the ability to write. I am also dealing with the anniversary of my son's death so that takes an even greater toll but neing asked to help others helps me too.

In any case, new piece will be out by Tuesday so please look for it. Thanks


Monday, September 14, 2009

Engagement in Academic Customer Service - A Clip from a Presentation


It’s been a few weeks of almost non-stop traveling and requests from schools about customer service for retention audits and presentations/workshops. Many ask for a sample of my presentation style. Fair enough. And if it's fair for them why not for others?

As the year begins, one of the issues schools have to get thinking about is engaging their students. Now that they are here. You all did a pretty good job, some excellent work of engaging potential students quite well. Some of you worked at
stitching them in so they would show and you could have a good true yield rate.

Bottom line,

you worked hard to get them now you just need to keep them.

And that takes some work too but not as much as it was to first sell them the school. Not even a third. Nah, not even a tenth. Just need to engage them through academic customer service.

So, to help you start engaging students better and you can all get a chance to see what a retention customer service presentation is like, I have attached a link to a section from a longer workshop./ The workshop was at Northeastern Illinois University. This is a very important university serving the population of the future. Our demographic future and our nation’s future.

Right and….HEY…retention equals revenue but because it wants to meet its real mission. Providing students the opportunity to learn, obtain training needed for a career so the can better their lives. And in so doing, the lives of their families and our nation.

Thanks to you NEIU or other similar colleges, career school and universities.

To see the clip, just click here. The clip is on academic customer service and engagement in an academic environment. It also discusses how academic customer service is different from retail customer service.

It may take a moment or two to load depending on your processor and the other technical stuff. It’s an MP4 so it should play on any media browser and can be loaded to you Ipod or player/phone. Feel free to share it.

I am using a service that has an excellent product www.yousendit.com . We can only hope it works to strengthen its own customer service just a bit more. But the service is great. YouSendIt.com allows users to upload and send or store large documents easily and quickly. Up to 100 MB documents are sent free too. Oh yes, I received no gratuity or money for saying they are good. Just a customer service to let you know.

Neal Raisman has been the leader in academic customer service solutions for increasing retention, enrollment and revenue in colleges since 1999. His presentations are much sought after since they are targeted on the individual school and its needs. Raisman has spoken at over 260 individual colleges, universities, career schools and conferences in the US, Canada and Europe. He has developed a reputation for talks that are lively, funny and extremely helpful to institutions, groups and businesses looking for help on increasing retention, student and community satisfaction. And they have helped schools increase retention starting the same day.

His new best selling book The Power of Retention is available from The Administrators Bookshelf at www.adminbookshelf.com.

For more information go to www.GreatServiceMatters.com or call him directly at 413.219.6939.