Strategies for Recruitment, Growth and Retention through Marching Band Enrollment at Talladega College (2011-2021)

More institutions are using marching bands in an effort to encourage and boost small college and university enrollment. In response to concerns about low enrollment, colleges and universities are adopting vibrant and more contemporary marching bands to serve in the capacity of recruiter and primary ambassador for the institution. To this end, a strategy is developed that will assist with institutional awareness, marketing, academic expansion and student retention. Utilizing the marching band as a strategic tool for student recruitment provides opportunity for the college to attract a greater diversity of students to the institution. In this thesis, historical data is gathered and evidence reported that supports the notion that a collegiate marching band can be used as the primary tool for student recruitment and retention. Talladega College, a historically Black, faith-based college located in the foot-hills of eastern Alabama, implemented such a strategy in 2012 and witnessed institutional growth from 574 students to more than 1300 full time students by 2020. Organizational policies, growth strategies, and recruitment practices, designed to encourage colleges growth, are examined. Steps for success are delineated and alternative practices to rehearsal technique are discussed

The impact of social media engagement on university student recruitment

Education marketing managers are increasingly becoming aware of the benefits of social media engagement in recruitment marketing for colleges and universities. Today’s prospective student is tech-savvy and information driven. Despite a general emphasis on social media engagement in a university marketing strategy, there is minimal research on the influence it has on university student recruitment and the amount of effort that universities should dedicate to social media engagement. Therefore, this study focuses on the influence of university social media engagement, particularly Facebook, on university student recruitment in the form of student applications.education marketingsocial mediarecruitmentfacebooklinear regression method

Video Marketing Strategies for Generation Z

If Generation Z is the first generation of digital natives, what is the best strategy for marketing college recruitment to them? Video marketing has been proven to be the most profitable form of marketing, especially short videos that can easily be spread on social media. Generation Z connects with a university most when they are able to see themselves reflected back in a diverse student body. Generation Z doesn\u27t like fluff in their university recruitment marketing; this money-minded generation wants to see that they will quickly be able to get a job, internship, or campus opportunities to advance their career. As of the 2019-2020 school year, college campuses are officially majority Generation Z. Colleges and universities need to adjust their marketing strategies for this new generation

Enrollment Management: Structure and Decision Participation

Once a novel strategy adopted by a limited number of private colleges, enrollment management (EM) is now a standard practice for most institutions in American higher education. The units engaged in EM and strategic enrollment management (SEM) serve as change agents in support of student recruitment, retention and graduation. Over time, the units supporting EM have expanded from admissions to include financial aid, advising, the registrar and institutional research. As a result of this expansion, structural models developed in the 1980s provide little insight into the team organization that EM has become. Using data collected in a survey instrument administered to 680 mid-level directors of public and private colleges and universities accredited by Middle States Commission on Higher Education and the New England Association of Schools and Colleges, this study developed a new model for researching enrollment management systems. The research identified information on respondents’ engagement in EM and their participation in the decision-making processes of their institutions. Results from the survey indicate that mid-level managers actively engaged in enrollment management are more likely to be involved in decision making than similarly situated mid-level managers with little to no engagement in enrollment management. Leadership of today’s colleges and universities can benefit from these data-based findings that decision participation was impacted by formalization of the EM environment, centralization of authority (such as an EM division) and respondents’ interactions with other institutional units

Enrollment Management: Structure and Decision Participation

Once a novel strategy adopted by a limited number of private colleges, enrollment management (EM) is now a standard practice for most institutions in American higher education. The units engaged in EM and strategic enrollment management (SEM) serve as change agents in support of student recruitment, retention and graduation. Over time, the units supporting EM have expanded from admissions to include financial aid, advising, the registrar and institutional research. As a result of this expansion, structural models developed in the 1980s provide little insight into the team organization that EM has become. Using data collected in a survey instrument administered to 680 mid-level directors of public and private colleges and universities accredited by Middle States Commission on Higher Education and the New England Association of Schools and Colleges, this study developed a new model for researching enrollment management systems. The research identified information on respondents’ engagement in EM and their participation in the decision-making processes of their institutions. Results from the survey indicate that mid-level managers actively engaged in enrollment management are more likely to be involved in decision making than similarly situated mid-level managers with little to no engagement in enrollment management. Leadership of today’s colleges and universities can benefit from these data-based findings that decision participation was impacted by formalization of the EM environment, centralization of authority (such as an EM division) and respondents’ interactions with other institutional units

Building a Sustainable Agricultural Career Pipeline: Effective Recruitment and Retention Practices Used by Colleges of Agriculture in the United States

This national study examined effective student recruitment and retention practices used by colleges of agriculture in the United States among 1862 land-grant, 1890 land-grant, and non-land-grant institutions. Respondents reported that faculty at colleges of agriculture were primarily white. Through the analysis of sub-group percentages, the researchers found that the ethnic makeup of faculty was not reflective of the general population. The researchers found that administrators from 1862 land-grant institutions reported statistically significant differences (p \u3c .05) regarding the use of specific strategies to target underrepresented populations in student recruitment as compared to other institutional types. Further, 1862 land-grant institutions reported statistically significant differences in student retention strategies (p \u3c .05) as compared to other institutional types regarding the delivery of programs that aimed to retain first-year students. Based on key findings from this investigation, the authors developed the agricultural student retention model (ASRM) to help guide colleges of agriculture in improving their holistic retention program as they navigate inclusive and diverse institutional contexts. Additionally, key recruitment strategies were identified as well, that could facilitate holistic student recruitment efforts. Perhaps more significant progress can be made toward creating a sustainable agricultural workforce that is more reflective of U.S. population demographics using this model

Race, Class, and College Access: Achieving Diversity in a Shifting Legal Landscape

This is a groundbreaking report examining how legal challenges to race-conscious admissions are influencing contemporary admissions practices at selective colleges and universities around the country. The report is especially timely in light of the U.S. Supreme Court decision to take a second look at the constitutionality of the University of Texas' admissions policy by granting review in Fisher v. University of Texas at Austin.Study findings are based on responses to a first-of-its-kind national survey of undergraduate admissions and enrollment management leaders administered in 2014 -- 15. Data reflect responses from 338 nonprofit four-year institutions that collectively enrolled 2.7 million students and fielded over 3 million applications for admission in 2013 -- 14. Among other findings, the authors examine the most widely used and effective diversity strategies; changes in admissions factors after the 2013 Fisher ruling and statewide bans on race-conscious admissions; and the most sought after research and guidance given the current legal and policy landscap

Internationalisation and modern languages in Scottish Further and Higher Education

This scoping study investigated the impact of internationalisation strategies on modern language provision in Scottish further and higher education and was commissioned by the Subject Centre for Languages, Linguistics and Area Studies. It follows on from the report by Footitt (2005), which explored issues of internationalisation and modern languages in England. The present investigation had the following aims: to identify the main policy documents related to internationalisation strategies and modern languages in Scottish further and higher education and explore to which extent internationalisation initiatives support or encourage the development of students' language and to explore the explicit and implicit messages given by institutional websites about international student support and about modern language study; to explore the views of selected stakeholders in Scottish further and higher education with regard to internationalisation strategies and in what ways international activities at selected institutions offer opportunities for language learning