Articles: UB Archive

Since emerging in the college recruitment world just three years ago, college search social media sites have been a rapidly growing category of recruitment tools that combine the function of college search websites with the interactive, dynamic communications of mainstream social media networks.

A friend recently told me that she had deactivated her Facebook account because of security concerns.

Despite the money, time and good intentions thrown their way, most college and university marketing efforts are littered with flawed assumptions, missed opportunities, process inefficiencies, me-too work and disappointing results.

Prospective college students and their parents use a much different barometer today to select a university. Yes, the value of education is important. But increasingly, so is the square-footage of a student's room, quality of cafeteria food and lobby decor.

Over the past few decades, colleges and universities have engaged in a kind of facilities arms race to build new, state-of-the-art dormitories, dining halls, classrooms, athletic complexes, and fine arts centers.

Universities are information-rich environments - and not just in the academic sense. Year by year, students apply, attend and graduate, repeatedly filling out exhaustive forms. Their families provide extensive filings to qualify for financial aid.

A recent, unsuccessful effort by Senate leaders to provide a path to citizenship for children who were brought to the United States illegally sparked debate over the provision among financial aid administrators.

Beyond local butchers, bakers, and candlestick makers, when was the last time you remember shopping at a family-owned and operated bookstore, pharmacy, or haberdasher, let alone a family-owned and operated school, college, or university?

As 2010 comes to a close, campus officials still have concerns about economic realities, but as many in higher education have learned firsthand, a department doesn't need an overabundance of budget dollars and staff members to operate effectively.

Even in these digital times, undergraduate admissions remains a paper-laden discipline. Viewbooks, search pieces, postcards, catalogs, applications, and more need to be printed, enveloped, and mailed, a process not only costly but also inefficient.

It wasn’t as if the admissions office at Boston University did nothing to keep from drowning in paper, working 12-hour days and weekends, and falling behind on customer service.

There were any number of reasons why The George Washington University needed to automate the way it paid stipends to the thousands of students who work there as tutors, teachers, researchers, or facilitators.

It wasn’t an idea mentioned at a conference or a snippet noted in a magazine or a suggestion from a listserv that sparked Jamie Belinne’s brainstorm. It was the time she spent waiting in her doctor’s office during an illness six years ago.

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