Improving international student transition to professional employment

This paper draws its data from two sources: a literature review of the enablers and barriers to a successful transition by migrants and international students to a professional career; and a case study of 14 post-graduate students in an Australian public university. The case study includes interviews with two students of their perception of the transition to employment. The paper identifies ten considerations for universities and students seeking to maximise success, and to minimise the time taken, to transition to a career in the Australian workforce.Wardale, D. (2020). Improving international student transition to professional employment. En 6th International Conference on Higher Education Advances (HEAd'20). Editorial Universitat Politècnica de València. (30-05-2020):283-291. https://doi.org/10.4995/HEAd20.2020.11039OCS28329130-05-202

Towards a Model of Effective Group Facilitation

Purpose – This paper aims to report on research into managers’ and facilitators’ perceptions of effective facilitation.Design/methodology/approach – A total of 20 managers from across five industry sectors, and 20 facilitators from larger organisations or working as consultants, were interviewed in-depth regarding stories of effective and wholly or partially ineffective facilitation experiences. These stories are analysed within a constructivist-interpretivist paradigm.Findings – Four stages important to facilitation are identified: Preparation, Event, Satisfactory Outcomes and Transfer. Strategies and considerations are evident in the first three stages but poorly discussed and under-utilised strategies in the last.Research limitations/implications – Further research is suggested to identify strategies for implementing outcomes; consider the contribution internal facilitators can make to the facilitation process; appreciate of the context within which the facilitation takes place; and the impact of organisational size and culture of the facilitation process.Practical implications – Facilitation is likely to be more effective if facilitators share a common language with the participant group; are conscious of the Transfer stage through-out the process; and work to ensure affective, as well as effective, outcomes. Managers may also consider training, empowering and utilising their internal facilitators to a greater extent, in recognition of the value-adding their knowledge about the organisation brings.Originality/value – This paper adds a multi-dimensional framework of facilitation to the empirical evidence for academics and practitioners working in the areas of facilitation and group effectiveness

Finding Funding for Executive Education and Research: Ten Key Principles

There is increasing pressure on universities in Australia, as elsewhere, to seek alternative funding sources. There is also a growing expectation that academic staff will be actively involved in the revenue raising process. This paper looks specifically at two areas of activity, contract research and executive education and discusses ten principles we have found useful in generating funding for these activities. In examining our practice we draw on social capital theory, and in particular relational social capital to illustrate how the principles we have identified are embedded in theory. We conclude with recommendations particularly for early career academics building their careers who wish to leverage from such funding opportunities

The paradoxical management of casual academics: an Australian case study

© 2020 HERDSA. The casualisation of academic labour is increasing worldwide. Whereas continuing academics have been subject to longstanding investigation, there are now growing concerns about the work experiences of casual academics. Drawing on a qualitative study comprising 30 in-depth interviews with casual academics, full-time continuing academics and Human Resources Directors tasked with recruiting, selecting, remunerating and developing casual academics, this article identifies the paradoxical nature of how casual academics are being managed in the contemporary Australian higher education sector. It also investigates casual academics’ career aspirations. The requirement for more effective and equitable management of casual academics is discussed in light of the findings