BYU Succeeds Using Student Employees in Non-Traditional Roles

transcript

Session # 546

Session Presenter

• Jeff Bunker-Associate Executive Director, Student Academic & Advisement Services (SAAS)– Studies at BYU and Univ. of Northern Colorado– Professional life primarily in Registrar’s Office– Worked at small, mid-sized, & large institutions in

Colorado, Hawaii, and Utah

Session Presenter• William "Bill" Oldroyd, Manager, Integrated Student

Services– was born at an early age.– Has a BS in Psychology, and a Masters in Public

Administration from BYU.– Spent most of his professional time at BYU in the Financial

aid arena.– Married for 22 years. Three daughters. One dog.– He loves the great indoors, short walks and long naps.– He has traveled extensively. . . – . . .throughout this conference center, looking for the

cleanest restroom.

Session Presenter• Keith Proctor, Manager of Training, SAAS– Worked with institutions of higher education for more

than 10 years in finance, academics, & administration. – Currently works with technology, training, and

content strategy at Brigham Young University. – Holds an MBA degree from the University of Phoenix

and is finishing his PhD in Instructional Psychology and Technology at Brigham Young University.

– Research interests include learning failure experiences, creativity and innovation, and technology-enhanced learning systems.

Why we are here today…

• To challenge long-held philosophies and fears!• To invite you to think differently!• To ask the question “How can we?”

• If you are easily offended or if you complain that someone has “moved your cheese?” this

session is NOT for you!

BYU Profile

• BYU is a large non-profit university sponsored by The Church of Jesus Christ of Latter-Day Saints

• Located at the base of the Wasatch mountain range in Provo, Utah

BYU Profile

• Tuition is $2,355 per semester• 30,000 undergraduate full-time students• 12,779 new fall applicants-Admit ~56%

The BYU Environment

• Ave GPA of new freshmen: 3.83• Ave ACT of new freshmen: 28.55• Holistic Admissions…We denied 130 students

with ACT 30+• Fall 2013 admitted 26 students with perfect

ACT’s• 13.4% of new admits rank #1 in HS class

Student Employment

• ~40% of BYU undergraduate students work on campus

• Not here to debate how student employment affects academic performance

• http://www.byu.edu/hr/?q=students/student-jobs/faq/working-campus/effects-student-employment

Student Employment Definitions

• “Traditional” Student Jobs– Custodial– Grounds– Food Services– Housing– Facility maintenance– Research assistants– Academic tutors

Student Employment Definitions• Non-Traditional Student Jobs– Registrar’s Office • Access to other student’s academic records• Access to change or update other student’s records

– Financial Aid/Scholarship Office• Access to student financial aid records• Access to parent tax or other financial documents

– Admissions/School Relations Ambassadors• Visit HS w/o full-time employees

FT vs. Student

• Integrity• Training/Learning skills• Communication• Longevity• Accountability• Wisdom• Political Savvy

Benefits of Using Students

• An abundance of potential employees

• Cost efficient work force

• Employees who can empathize with the students they serve

• Employment supports those who support us

• Training is invaluable…we hire many of our students as FT employees

• Future employment/résumé opportunities

• Student employees are vested because of growth and leadership opportunities

• Supervisory and management opportunities

BYU Student Salary Example

• Student Academic and Advisement Services (SAAS)– Current salary range is $7.75 to $15.00 – Average salary is $9.05• 20/hrs x 15 wks = 300 hrs /semester• 300/hrs x $9.05 = $2,715 /semester• $2,715 x 2 = $5,430 /academic yr

XYZ University Example

• Student Academic and Advisement Services (SAAS)– $15.00 – Average salary is $15.00• 20/hrs x 15 wks = 300 hrs /semester• 300/hrs x $15 = $4,500 /semester • $4,500 x 2 = $9,000 /academic yr

Integrated Student Services at BYU• Initial contact for students and the public for:

Admissions Financial aid Financial Services, and Treasury Services

• 42-45 student employees, 3 FT staff• We handle between 200-1000 phone calls and

foot traffic each day

Short history• In the fall of 2003 Financial Services student

employees join Financial aid.• 2004 we moved to a larger space and hired a

FT trainer• 2005 Admissions • 2006 Treasury Services is integrated (in our

current location)• 2007 we expanded from 33 to 50 students

Integrated Student Services

18 possible work stations (including the 4 cashiering stations)

Information desk and reception desk for counseling

Cashiering windows

• 12-15 employees on a shift, 8-11, 11-2, or 2-5• We typically hire 17-18 students each year• Typical retention is 4-5 semesters• We start at $8/hr, Supervisors make $10• We offer relatively aggressive raises

• 4-5 weeks of training, 3 hours a day• Classroom, shadowing, study/quiz• Individual assessment to determine readiness• Entire staff: one hour weekly small group, on-

going training meeting• Entire staff: one hour weekly staff meeting• 3 hrs/day x 5 = 15 + 1 + 1 = 17 hrs/wk

• Wiki system for policy/procedure (critical)• Daily email, quizzes• Supervisors: 3-8 co-workers• They monitor 5-10 calls per week of each

student• They grade the Daily Quizzes• They meet one-on-one twice a month

• We meet with our supervisors each week• We interview each student employee at the

end of every semester• Each of our ‘Home Offices’ appoints a ‘liaison’

Training Structure

1. Expectations2. Information3. Demonstrations4. Evaluations

Expectations

• Clear and specific– Reduce job ambiguity

• Measurable– Help employees know where they stand

• Accountable– Help employees take pride in their work

Information

• Accurate– Employees have the right message

• Accessible– Reliable repository of information

• Navigation– Employees can quickly find what they need

Demonstration

• Exams/Quizzes– Do employees know what they need to know?

• Observations– Can employees do what they need to do?

• Corrective feedback– Employees know how to improve

Evaluation

• Regular Audits– Trainers review email and chat communications

• On-going Observations– Trainers listen and watch employees

• Two-Way Feedback– Trainers and employees communicate weekly

Q & A with Student Employees

• Caitlin Olson--Registrar’s Office• Chunie Johnson--Admissions• Brendon Elwood—Integrated Student Services• Zoe Zelaya—Integrated Student Services

BYU Succeeds Using Student Employees in Non-Traditional Roles

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