Building a Sem Organization

By Goff, Jay W.; Lane, Jason E. | College and University, January 1, 2008 | Go to article overview

Building a Sem Organization


Goff, Jay W., Lane, Jason E., College and University


The Internal Consultant Approach

This article was a preconference paper for the 2007 AACRAO Strategic Enrollment Management Conference.

There is little doubt about it: Colleges and universities are reluctant to change. They are large and diffuse orga- nizations with few clear lines of control. Yet the external environment in which colleges and universities operate is changing quickly. The u.s. higher education commu- nity is experiencing the most dramatic shifts in student demographics since the post -World War n era ("wiche 2003). States and other organizations are conducting new external evaluations to justify lower amounts of public fiscal support. Public expectations for a wide variety of high-quality student services are rapidly increasing. These changes make it essential for institutions to implement at least some aspects of strategic enrollment management (SEM) in order to develop greater institution- wide understanding of how to best respond to emerging student trends, needs, and markets. As a growing number of institutions encounter this reality, many find themselves grappling with a fundamental question: What is an effective, sustainable approach to implementing sem that is likely to be embraced by the entire campus ?

The complexity of the current environment as well as most administrative structures has fostered an expectation that environmental scans, assessment of strategic needs, development of marketing plans, and other core planning activities are often best accomplished by outside professionals and consultants. Over the past two decades, many institutional leaders have come to highly value the professional sem consulting field. Demand for help in responding to changing markets and in revising institutional expectations has driven the rapid growth of the support industry. A June 2007 compilation of higher education consultants listed approximately 200 consultants with focuses in 50 different categories (University Business 2007); more than 130 firms were noted for their abilities to assist universities with implementing sem in terms of change management, marketing, diversity, financial aid, distance education, student market research, strategy, planning and/or communications. Why must institutions look externally for assistance with these critical institutional needs?

This white paper presents a performance concept ofthe "in-house consultant" model (IHC) as a means to better position the chief enrollment officer and sem units as a campus-wide support team focused on helping most campus units achieve and sustain core institutional strategic initiatives. Fundamentally embracing the IHC conceptual metaphor would address the mind and skill sets required by enrollment management professionals to help their institutions operate in a more efficient and proactive manner.

BENEFITS OF CONSULTANTS

The scope of an external consultant's stature has significantly expanded in our era of high-tech, enterprise-planning workplaces. These temporary, expert employees are expected to provide a client with objective advice and assistance relating to the strategy, structure, management and operations of an organization in pursuit of its long-term purposes and objectives. Such assistance may include the identification of options with recommendations, the provision of an additional resource, and/or the implementation of solutions (Institute of Management Consultancy 2002).

Whereas an institution may find it exhilarating to utilize the resources and knowledge of a field expert, it also may feel frustrated by the loss of energy and competence when a consultant concludes his/her project. Many people are familiar with the scenario: a problem is identified; a consultant is hired; a plan is written; and then the institution is left to develop the structure to implement and sustain the new plan.

This is not to argue that external consultants are either superfluous or ineffective at addressing detailed problems. …

The rest of this article is only available to active members of Questia

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Note: primary sources have slightly different requirements for citation. Please see these guidelines for more information.

Cited article

Building a Sem Organization
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen
Items saved from this article
  • Highlights & Notes
  • Citations
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Search by... Author
    Show... All Results Primary Sources Peer-reviewed

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.