prepared by the career & professional development center

2017-2018 Annual Report

Prepared by the Career & Professional Development Center

Leadership Team

Stan Inman, Director Preston Nielson, Associate Director for Employer Engagement Eric Bloomquist, Assistant Director for Assessment Ella Butler, Assistant Director for Marketing & Operations Lindsey Kass, Assistant Director for Programming Trisha Jensen, Assistant Director for Employer Engagement & Internship Devon Schlotterbeck, Administrative Assistant

Career & Professional Development Center (CPDC)

2018 Student Affairs Departmental Annual Report

Mission Statement

“Career & Professional Development Center prepares University of Utah students and alumni to

achieve their career and professional goals. We do this through individualized career planning,

impactful employer interactions, alumni engagement, and internship coordination in partnership with

academic departments and industry stakeholders.”

Six Departmental Core Objectives

1. Create a campus where all students see the tangible future because they understand and

engage in the career planning process – early and often.

2. Create the premier collegiate recruiting destination for employers who offer quality

opportunities for our students and alumni.

3. Create a career culture at the University of Utah where every faculty and staff member

engages in career development.

4. Create a lifetime relationship of connectedness to the University of Utah from alumni and the

community.

5. Realize operational excellence to maximize resources.

6. Create value proposition for all stakeholders to engage with the Career & Professional

Development Center.

Core Objective 1: Student Interactions

“Create a campus where all students see the tangible future because they understand and engage

in the career planning and decision-making process – early and often.”

1. Alignment with Student Affairs Objectives

Student Affairs Objective 1 - Develop students as a whole through the cultivation and

enrichment of the body, mind and spirit.

2. Programs, Services & Initiatives

1:1 Career Exploration & Professional Development Focused Coaching

Appointments

Classroom presentations

3 campus-wide career courses (HUM 3960, HUM 2800, SBS 2700)

Virtual Career Center including videos, worksheets, sample resources, job and

internship boards, mentoring, and more

Meet & Eat information sessions to expose students to varying companies,

careers, and work environments

Quick Help walk in appointments for enhanced accessibility for students

Student Job Fairs, Career Fairs, STEM Career Fairs, Graduate School Fairs, and

smaller expos designed to help students' network with employers in their desired

profession or graduate program

Strengths-based workshops to help students discover, articulate, and refine their

natural strengths

Career Treks to highly desirable geographical locations with niche industries to

expose students to diverse companies, careers, and work environments

Career Services Internship Program - CSIP - (ED PS 3861)

3. Goals and Outcomes

Focus on programming and engagement for first- and second-year students to

create awareness and credibility for CPDC programs and resources.

o Major & Career Exploration Floor, a Living Learning Community (LLC)

of career-focused students

o CPDC marketing video showed at Orientation for all incoming new

students and transfer students

o Participated in outreach efforts through Sophomore Rise initiative

o Implemented ‘Kickin’ It’ and ‘Warm Up’ events, providing free food and

swag to students to increase visibility to new students on campus

Expand awareness of Career & Professional Development Center resources and

increase engagement/participation/outreach for the following specific populations:

international students, graduate students, LGBTQ students, first-generation

students, low SES students, students of color.

o Intentionally engaged in conversations with campus stakeholders

including both staff and students through CESA, ASUU, Student

Leadership & Involvement to further assess needs of diverse populations.

o Implemented ‘Woke in the Workplace: Panel & Social for Emerging

Professionals’ to assist in connecting students of color with local,

successful professionals of color.

o Received approval for funding of two additional Graduate Career Coaches

to further support graduate students.

o Implemented educational trainings on navigating the career search for

international students to both students and staff on campus.

o Provided strengths-based facilitated workshops to first-generation students

in Trio and high school-based programs.

o Created identity resource pages for the website to address common

questions for students from varying identities including DACA &

Undocumented, international, LGBTQ, adult learners, race & ethnicity,

religion, students with disabilities, veterans and service members, and

women.

o Attended disability hiring initiatives event through BLSN to network with

employers focusing on hiring and maintaining students with disabilities.

o Invited targeted professional development speakers to further educate staff

on topics including their own personal identities & privilege, micro-

aggressions, unconscious bias, and working with individuals with

disabilities.

o Improved accessibility by marketing accommodations available through

website and marketing materials, as well as making office adjustments

including accessible door knobs.

o Continued office hours in student-centered departments including the

Veteran Support Center and the Center for Ethnic Student Affairs.

o Continued collaborative liaison programming with targeted populations

including Veteran networking nights with the Veteran Support Center,

Lean In groups with the Women’s Enrollment Initiative, workshops with

the Utah Asia Campus, and classroom presentations with the Refugee

Education Initiative Program.

o Infusion of discussion on identity-relevant topics, such as networking as

an international student, into Signature Events including Career

Conference and Career Fair Prep Workshop.

o Careers Internship Program partners with the ISSS to make internship

credit an option for international students using CPT to gain experience,

but who need internship credit and are unable to earn it from their home

department.

Create increased awareness of and a variety of avenues for students to engage

internships and experiential opportunities.

o Approved for funding of 3 internship coordinators in the College of

Humanities, College of Science, and College of Fine Arts

o Implemented Handshake and marketing campaign to increase awareness

of internship opportunities

o Initiated Crimson Projects to connect students with meaningful project-

based work in local organizations

o Developed internship credit for Learning Abroad experiences

o Created ‘Hot Jobs’ newsletters to highlight desirable and relevant

internship opportunities to students

4. Utilization Data

Event/Service Total

Student

Interactions

Workshops, Panels, & Classroom Presentations 1264

Student Job Fair – Fall 2017 682

STEM Career Fair – Fall 2017 1559

All Campus Career & Internship Fair – Fall 2017 540

Employer Information Sessions 689

Graduate School Expo 2017 189

Student Job Fair – Spring 2018 404

STEM Career Fair – Spring 2018 1366

All Campus Career & Internship Fair – Spring 2018 582

1:1 Career Coaching 3852

Appointment Location/Medium Total Appointments

Career & Professional Development

Center

2827

College of Health 43

Building 72 3

Crocker Science Center 39

School of Architecture 2

Veteran’s Support Center 1

Warnock Engineering Building 225

Email Interaction 190

Phone Interaction 36

Video Interaction 11

Unidentified 475

Student’s College Affiliation Total Appointments

Academic Advising Center 14

College of Architecture + Planning 8

College of Education 72

College of Engineering 888

College of Fine Arts 174

College of Health 400

College of Humanities 652

College of Mines & Earth Sciences 66

College of Nursing 39

College of Pharmacy 2

College of Science 536

College of Social & Behavioral Science 686

College of Social Work 81

David Eccles School of Business 25

S.J. Quinney College of Law 1

School of Medicine 42

School for Cultural & Social Transformation 16

Unidentified College 150

Core Objective 2: Employer Engagement “Create the premier collegiate recruiting destination for employers who offer quality

opportunities for our students and alumni.”


Student Affairs Objective 5 - Partner with faculty, staff and external constituencies to

foster student development and enhance greater community.


The CPDC’s Employer Engagement (EE) team is charged with helping recruiters and

other company representatives get in front of students in a meaningful way. The

simultaneous goals of this work are to a) ensure students are exposed to a wide range of

career and internships opportunities and the companies/industries that offer them, and b)

recruiters have a structured way to source student talent from the University and build

their company identity on campus. We provide the following the programs, services, and

events to facilitate these goals:

Job and events platform: The majority of employers recruiting at the U do so

online, through our internal job and events platform. Though we have since

upgraded to Handshake, during the 2017-2018 year, employers used UCareerPath

to post internship and job opportunities, schedule on-campus interviews, and

otherwise engage with students digitally.

Fairs: Each semester, the EE team puts on three fairs – a student job fair (for non-

degreed, part-time, and flexible schedule positions, on- and off-campus), a Career

& Internship Fair (for professional internships and jobs), and a STEM Career &

Internship Fair (for professional internships and jobs in STEM fields).

Meet & Eats: Held on most Tuesdays throughout the semester, Meet & Eats are a

branded opportunity for employers to come to campus, over the lunch hour, and

speak with students about their company, culture, benefits, employment

opportunities, and general advice on finding a job and transitioning into the

workforce.

Internship coordination: employers submit internship postings into the

UCareerPath system for students to apply to. Internship postings are vetted using

the 7-point internship approval rubric to provide a baseline standard of experience

quality.

Crimson Projects: As short-term, project based, group internship opportunities,

Crimson Projects enable interdisciplinary teams of students to solve real-world

and pressing issued faced by top employers in the region.

Information Sessions: Outside of the branded Meet & Eat info sessions, we also

facilitate on-campus information sessions for select employers, typically in the

weeks before and after the career fairs. These sessions often take place outside of

the CPDC, most often in engineering buildings.

On-Campus Interviews: We provide interview space in the CPDC for employers

who would like to interview students for open roles and internships. These

interview sessions typically come in the weeks before and after the career fairs.

Site visits (w/coaches): in addition to regular site visits to employers throughout

the year, the Employer Engagement team participated in a Site Visit Challenge to

maximize our summer semester with a robust agenda of visits.

Additionally, U of U EE staff participated in quarterly employer site visits with

the UACE Employer Relations group.


Develop high level institutional buy-in in support of employer outreach and

recruitment.

o Successful proposed to Deans (Deans Council) the creation of Internship

Coordinators based on a shared institutional funding and College matching

support model. In the first round of funding 3 Colleges (Science,

Humanities, and Fine Arts added an Internship Coordinator position.

o Held Deans meeting and conducted Dean’s report overviews with 11

colleges we work with – focus on topic on first destination outcomes with

employers.

o Recognized 21 faculty winners at our Faculty Recognition event (over 150

student nominations) based on career guidance to students. Over 70

campus stakeholders attended.

o Recognized our first Dean of the Year – in promoting career readiness in

the College (Mines and Earth Science).

o Held 1st ever faculty workshop to 11 faculty – worked on how to help

them make their syllabus utilize NACE career readiness skills

o 3 open houses with over 100 academic advisors attending.

Involving our coaches in employer engagement more intentionally.

o Industry teams: In an effort to promote collaboration amongst team

members who have unique yet complimentary industry perspectives, we

encouraged coaching and EE members to meet directly after staff meeting

to discuss outstanding issues, upcoming events, and strategic

opportunities.

o Hot jobs announcements: Coaches are so busy with their students that they

often do not know when new and exciting jobs are posted on UCareerPath.

In an effort to make sure the coaches know about their opportunities and

are able to share them with students and liaison advisors, we created a “hot

job” digital flyer to be share with coaches and advisors weekly. The flyer

lists a sampling of the more compelling jobs posted in the system

alongside upcoming career events for students. There is flyer for STEM

students as well as the campus at large.

o Site visits: With so many events and employer visits to campus, it can be

difficult to visit employers during the semester. Therefore, we make a

concerted effort during the summer months to visits companies in the

region, learn about their hiring needs and company cultures, and discuss

ways they can get more involved on campus. In addition to exposing the

EE team to 18 new or lapsed employers, they exercise was helpful in

filling our schedule of Meet & Eats for the semester and driving office

sponsorships.

Develop a consistent method of tracking and sharing employer engagement

throughout the office.

o Staff who engage with employers kept notes in Symplicity about specific

interactions, company hiring needs, recruiter preferences, and a host of

other things that help the EE team understand what has been done in the

past and what is needed to move relationships forward. While these

details were not transferred into Handshake when we made the switch in

June, they were archived on our network for future reference as needed.

Handshake has similar relationship management tools which will enable

the team to continue tracking and sharing employer engagement

information and activities moving forward.

Create programming to engage and educate employers.

o The EE team sought to create a printed marketing piece to educate

employers about engagement opportunities, but creation was postponed in

favor of concentrating on online resources for recruiters. This move is in

alignment with the office’s 4 priorities. The new digital resources will

contain the same information, but will not be designed for print.

o Content for educational videos was created and is on hold until a new

marketing intern is hired in fall 2018 to create them.

4. Utilization Data

Employer-Related Activity Participation

Numbers

Unique employers conducting On-Campus

Interviews

31

Number of Interview schedules held 145

Number of Interviews held 628

Information Sessions Conducted 80

Students attending information sessions 687

Unique employers who posted jobs 1949

Total job postings (including Internships) 8470

Total number of internships vetted & posted 1443

Career Fairs held 6

Unique employers attending fairs *

Total employers attending fairs (not unique) *

Unique students attending fairs 3617

Total students attending fairs (not unique) 5133

Total number of Employer Site Visits 22

*incomplete data

Core Objective 3: Academic Partnerships “Create a culture at the University of Utah where every faculty and staff member engage in

career development with students.”





Approved for funding for 3 “bridge” internship coordinators who will work

within the College of Fine Arts, College of Science, and College of Humanities

and the CPDC for 2018-2019 fiscal year

Initiating a cohort of faculty for Career Champions events

Conducted Dean’s Reports and informed of First Destination Dashboards

Faculty workshops

Open houses/training for academic advisors

Dean’s council

Faculty recognition


Create direct opportunities for interaction with academic partners.

o Implemented 1st Annual CPDC Summit to share updates and best practices

with academic and non-academic partners, as well as demonstrate new

technology platforms.

o Conducted advisor trainings on topics such as Design Your Life theory,

Networking, sharing 1st Destination Data, and What Does a 1:1 Look Like

to enhance understanding of our practices.

o Invited Deans, Faculty, and Advisors to network with employers during

the STEM and All-Campus Career Fairs.

o Facilitated faculty workshops and trainings designed to help build

relationships and increase academic-career connections.

o Successful proposed to Deans (Deans Council) the creation of Internship

Coordinators based on a shared institutional funding and College matching

support model. In the first round of funding 3 Colleges (Science,

Humanities, and Fine Arts added an Internship Coordinator position.

o Held Deans meetings and conducted Dean’s report overviews with 11

colleges we work with – focus on topic on first destination outcomes with

employers.

o Recognized 21 faculty winners at our Faculty Recognition event (over 150

student nominations) based on career guidance to students. Over 70

campus stakeholders attended.

o Recognized our first Dean of the Year for promoting career readiness in

the College (Mines and Earth Science).

o Held first ever faculty workshop to 11 faculty – helped them make their

syllabi utilize NACE career readiness skills.

o 3 open houses with over 100 academic advisors attending

Increase engagement in classrooms and with students.

o Implemented an online Careers Course through Undergraduate Research,

and in person Career Courses with Chemistry and Humanities to better

scale Career education.

o Successfully implemented a PowerPoint re-structure that focused on

activities to better engage our stakeholders.

o Developed career exploration classes in collaboration with academic

partners: HUM 3960 & 2800, SBS 2700, ED PS 3861.

Increase amount of reporting to Deans, Academic Leadership, and academic

partners.

o CPDC Executive Leadership Team and Career Coaches who liaison with

the College presented a Dean’s Report to each Dean/Associate Deans

during the past year (see example of a Deans Report in the Appendix).

The report contained data related to student engagement, first destination,

joint programing and addressed the needs of the College.

o Deans/Associate Deans worked with CPDC on several key institutional

initiatives that required collaboration and understanding of the CPDC

mission to guide and prepare students in career development. Two

primary examples include the creation of additional 2 FTE of Graduate

School Coaches, 3 FTE of Internship Coordinators (Colleges of Science,

SBS, and Fine Arts). Presentations were made to each College that

emphasized the need for these new resources. Also noteworthy is the

creation of an on-line class for CSBS that was conceptualized with the

College Associate Dean and with our Associate Director of Coaching and

Career Coaches.

o Deans and Advisors were invited to attend the special intensive training

called “Scaling Career Services.” CPDC, as member of the Career

Leadership Collective, a group of career services professionals from

leading institutions, hosted this half-day organizational consulting

opportunity for career services teams and UU campus leaders. Jeremy

Podany - CEO, Founder, and Senior Consultant of the Career Leadership

Collective - facilitated this for campus stakeholders.

Conduct outreach and formulate strategy for liaisons.

o We will continue to develop and initiate participation a wide range of on-

campus programing. The following programs are representative or efforts

to collaborate with campus liaisons:

Veteran Networking Night

Veteran Breakfast at Career Fair

Veteran Site Visits & Brown Bag Lunches

CA+P Career Fair

Engineering Technical Interviewing Panel

MES Coffee + first destination survey

Student Athlete Networking Night

Beyond it was Awesome with Learning Abroad

Education AAC Open House

Lean In Programs

Develop a resource relationship with each college about internships.

o Successfully proposed creation of college based internship coordinator

roles with a bridge back to CPDC and a newly created campus-wide

internship council.

o Approved colleges will match funding approved through CPDC internship

proposal and commit that 1 staff member’s efforts to expanding internship

culture on campus.

4. Utilization Data

Staff presented in 53 classroom presentations, interacting with 872 students.

CPDC hosted 3 Open houses, with ~50 advisors attending.

CPDC staff hosted 2 advisor workshops.

Routes to employment: Of the graduates who indicated full-time employment as

their primary post-graduation plan, about 80% accepted employment prior to

degree completion, and 30% indicated that the source of their employment

outcome was an Internship or Previous employment experience.

Core Objective 4: Alumni Outreach and Partnerships “Create a lifetime relationship of connectedness to the University of Utah from alumni and the

community.”




2. Programs, Services & Initiatives Alumni Career Services Program seeks to engage UU Alumni in a range of services

related to career transition, job search preparation, employer networking and professional

advancement. The elements of the ACS Program are as follows:

1:1 Career Coaching

Job search assistance (resume, interviewing, job postings, etc.)

Career Fairs and Employer Networking

Career transition workshops, webinars, and on-line tools


Conduct research and gather data to improve services.

o During the past year, we benchmarked several leading career services

management tool. We have now licensed the leading provider of web-

based alumni management tool (Handshake). Alumni will now have a

dedicated stand-alone platform that can be customized to meet the unique

needs of alumni participating in our ACS Program such as: job board,

event calendar, appointment setting option, and many more features that

will enhance and strengthen engagement and programing for alumni.

o Attendance of the National Conference for Alumni Career Service

Professionals allowed for benchmarking of best practices and programs

for delivering career programs and coaching to alumni.

Create networking and engagement programming for alumni.

o A new alumni/student mentoring platform called “AlumniFire” has been

fully launched during the year. A joint invitation from CPDC and the

Alumni Association to alumni to over 60,000 alumni who indicated upon

joining the Alumni Association hey would be interested in mentorship.

The student roll-out occurred fall 2018.

o Alumni Career Services staff member co-chaired the UACE Alumni

Career Fair. This annual event is increasing an important in engaging UU

Alumni. We have reached more alumni via this program than all other

combined engagement throughout the year. Each attendee for the UU

registers for the event through an on-line process and ACS Program.

o USC – Multi-campus Career Fair: Outreach to Southern CA Chapters.

Benchmark other alumni engagement efforts.

o Attendance at 2018 Tempe Research Institution Summit – an intimate

group of outstanding leaders in career services, alumni relations, and

enrollment from leading research institutions across the country for a one-

day 'think tank' style summit in Tempe, AZ. Discussion and

benchmarking of on-line alumni mentoring platforms and the overall

impact of alumni career services programs by leading research institutions.

o Benchmarking for AF and HS - Research other campuses.

Outreach to alumni advisory boards and alumni chapters.

o Outreach efforts and strategy provide career related content to Alumni

Chapters has been considered, but decided that should become the priority

for the new Executive Director of AA beginning fall 2018.

o Attendance at the Multi-University Alumni Career Fair held on the USC

campus with the support of the LA Alumni Chapter - support Alumni

career needs.

Create systemic approach to sharing alumni contacts using Alumni Fire module.

o With the 1st round of invites to alumni base to participate we have added a

valuable resource for career exploration. Undergraduate students now can

search by key word, academic background, and professional areas to find

alumni that are willing share experiences and career perspectives.

o We will continue to promote Alumni Fire to students and as one of the

primary tools for informational interviewing and systematically

incorporate in to coaching actions.

4. Utilization Data

Handshake data provided by Amy Gleason, Alumni Career Coach:

There are currently 112 alumni who I have approved, labeled and assigned to me.

I have provided some level of service to all of these alums.

There are 6,829 alumni labeled as such in the system.

Since I first required coaching appointments to be scheduled on Handshake

effective 7/13/18, I have had 36 coaching appointments. Effective 9/19/18,

coaching appointments and workshops have been suspended. Job Club was

suspended in August.

Monthly workshops - average attendance: 10

Career Fair Registration – alumni beginning to utilize. 35 pre-registered for the

STEM fair.

Currently, there are 698 U Alums on AlumniFire.

146 alumni joined the Alumni Association specifically for the reason of

Alumni Career Services (ACS). This does not include the additional alumni who

may not have joined the Association specifically for ACS but who reached out to

Amy Gleason, sought services with ACS, and/or attended ACS workshops.

Core Objective 5: Career Services Staff / Operational Excellence “Realize staff and operational excellence to maximize impact and resources.”


Student Affairs Objective 2 - Provide education that ensures all staff is properly trained to

provide professional and competent service.

Student Affairs Objective 3 - Promote diversity on campus through effective

programming and active recruitment of staff and students.

Student Affairs Objective 4 - Recruit and retain highly qualified staff.

Student Affairs Objective 6 - Utilize a coordinated assessment, evaluation and research

approach to promote data driven decision-making.

Student Affairs Objective 8 - Promote the effectiveness of best practices in Student

Affairs departments, programs and services.


The Career & Professional Development Center considers multiple aspects of operational

excellence as we strive to create operational excellence. Primarily we have a focus on the

following aspects of operations:

Ensuring an adequate number of staff members to meet the demands of primary

mission of engaging students and alumni in the meaningful fulfillment of careers.

Developing the expertise of our professional team of career coaches, employer

relations specialists, and all staff members in their functional duties.

Practicing budget and fiscal responsibility that ensures we can sustain current

levels of staff and services, while actively seek new funding models which grow

resources, expanding across all operational needs of the Center.

Proactively consider space improvements that will make the CPDC space more

conducive to engage all stakeholders and staff.


Increase personnel to further meet the growing demands for services.

o Proposed and received new funding for expanded graduate student career

coaching. Worked with the Graduate School on a model that transitioned

1 FTE of soft-funded graduate student career coach to 3 FTE of hard-

funded positions to serve all non-professional disciplines.

o Consolidated funds from part-time/retiring employees in employer

engagement roles to add 1 FTE Career Engagement Specialist – to work

directly with technical employer development.

o Proposed and received funding to support the Colleges in the creation of 3

FTE Career and Internship Coordinators. These positions greatly

contribute to our overall ability and mission to foster a campus-wide

internship/experiential leaning emphasis.

Create a premier space that represents the CDPC’s commitment to excellence in

service of the University students, employers, and stakeholders.

o Updated front desk and reception area with student waiting/seating and

Quick Help area to accommodate more interactive ways to present

students with information on announcements, events, and programing.

Added a flat panel monitor to the area that allows customized messaging.

o Added additional window treatments that are used as both a promotional

opportunity to raise awareness of partner employers and communicate

CPDC values in the student waiting area.

o Updated furnishings (movable tables and chairs) that allowed for more

options to configure for any type of event or activity.

o Prepared and submitted a proposal for a re-model of the current

recruitment/interviewing space. Developed an architectural plan that can

be submitted for future CF&R funding.

Explore an operational and coaching model that is aligned by business/industry

sectors.

o Executed a new career coaching model for all CPDC Coaches based on a

coaching focus, rather than on a purely academic college alignment. This

model allows for students to select a coaching interaction based primarily

on industry sector and career interest. This model allows us to effectively

increase appointment availability for all students, and also continues to

support a liaison role for college needs.

o Implemented a new student appointment model based on a campus-wide

system that allows students to reach career coaches through a centralized

CIS portal and view each career coach’s card (profile) and identify a

primary reason for the coaching appointment.

Practice fiscal accountability in the management of our annual budget - using an

analysis process to track each functional area of operation.

o Began a revenue and expense tracking spreadsheet which will track all

account codes across all activities (funds).

o Each member of the CPDC Leadership Team submitted budgets for the

functional areas they manage. We began a process of midyear comparison

for strategic planning.

Core Objective 6: Telling Our Story “Create and share out value proposition for all stakeholders to engage with the Career &

Professional Development Center.”





The Career & Professional Development Center aims to support students and alumni by

helping them realize their potential, feel confident in their direction, and providing

resources to better serve and support all students. We do this by providing 24-hour access

to educational resources (scaling our services) and targeting our “ask” to all our unique

stakeholders. Some examples of how we have scaled our services:

Scaled our website by creating more targeted, organized, and visually appealing

content.

Created digital content to better market our resources and our vision and purpose.

Implemented a more robust career education experience by eliminating

information dumping via PowerPoint presentations.

Recorded our programs and workshops for more access and accessibility.

Developed specific career education content for all students and their diverse

needs.

Focused on marketing our “why” and focused on our vision and mission.

Rebranded our digital marketing efforts.

Implemented marketing campaigns to better market our resources that support

student development (Handshake, AlumniFire).


Create a collaborative model with Student Affairs and academic departments for

gathering and sharing first destination data with all stakeholders (reach a 65%

knowledge rate).

o See utilization data in previous sections to view snapshots of this data.

Develop a strategic marketing campaign in conjunction with University

Marketing and Student Affairs messaging points.

o Created Alumni handouts for all undergraduate majors.

o Developed a branding video to scale orientation efforts.

o Redesigned and scaled our website for better user mobility.

o Collaborated with UMC to better market our innovative career systems

and career development tools.

o Designed FAQs and stories featuring AlumniFire and Handshake.

Create multi-media and web-based tools (e.g. video segments, social media

pushes, web-data/infographics, content) to increase awareness of CPDC resources

that will effectively convey our CPDC story to ALL stakeholders.

o Developed a series of Career Education Videos.

o Updated and re-designed the content and branding of our Career handouts.

o Increased our social media followings by 200+ each semester though

creative posting such as imaged based post, quotes and videos.

o Streamlined our digital messaging for concise and easy to read content.

o Initiated a student blog that focuses on success stories of students.

o Spotlighted employers and employer site visits using social media.

o Created a digital video to introduce Handshake our new job board.

o Social media presence has grown in the past year through targeting kick

off events to increase followers, brand name, and to engage with students.

Formulate key marketing points to ensure every staff member can convey key

element of our work and mission to stakeholders.

o Developed Faculty and Advisor marketing digital resources.

o Implemented a marketing communication plan for employers, students

and faculty/advisors.

o Use consistent messaging in conjunction with Career development

theories (like Design Your Life) to communicate with stakeholders.

Share information on graduates’ success in obtaining career outcomes.

o Collaborated with Assessment, Evaluation & Research and individual

College Deans, Faculty & Staff to maximize collection of first destination

data.

o Developed a set of visual dashboards to display outcome information

publicly.

Plan for the Future:

Anticipated Challenges and Opportunities We recognize that we must continue to adapt and refine in our approach as we seek ways to

provide our students and alumni with career clarity, purpose, opportunity. Over the past year we

have continued updating and refining our 3-5 year strategic plan and timelines. Although our

core mission and values are consistent, we have adjusted and incorporated many new elements in

each of our 6 core objectives. This has been a year of sustained improvement through positive

change. As described in the sections above, adjustments in our strategic plan have been driven

by opportunities for campus collaboration, responsiveness to institutional priorities, changes in

job market, student/parent expectations, and other factors the influence many of our current

practices and team dynamics. These changes have been impactful and meaningful. Among the

examples of this positive adjustment: The desire to reach students early and often remains but

now with an added emphasis on guiding students into deeper learning experiences that will help

shape their understanding of career purpose and preparation. Planned and coordinated

involvement with our academic partners yielding more opportunities to deliver career related

instruction, and the evolution of an online career course.

An expanded team of employer engagement professionals focused on creating connections and

opportunities for students is a key component of our ability to serve students and alumni into the

future. These are all positive changes that come along with our Center moving in sync with the

institution into the future.

We will continue to follow the implementation of our strategic plan and timeline. The

Leadership Team will review at the beginning of each semester and re-visit in our bi-annual

retreat. The following areas will be critical for CPDC to address as we move forward into the

future.

Core Objective #1: Student Interaction We continue to look for ways to reach student populations that we feel need to be addressed in

the immediate future that are in critical demand of our services. Outreach out to underserved and

diverse student groups across campus is an immediate goal. Our ability to extend our reach to

students who may have little or no understanding of the career development process, due to lack

of educational attainment of family members, socio economic status, or other disadvantaged

backgrounds is important for the University to help ensure their successful completion and

outcomes.

Engagement with institutional partners to create comprehensive second year student touch points

is critical. We plan to proactively seek a collaborative model with campus partners for a

mandated touch point for second year students.

The following are student populations we have targeted outreach goals:

First year students and marginalized students. We must keep up with the demand for

career related services, the growth and demand for these two student populations.

Furthermore, from our student utilization data, we know that we have a low percentage of

first year students and marginalized students that have utilized our resources and

coaching.

There has been a marked increased demand from international students over the last year.

We are committed to outreach to students in the following specific populations:

international students, graduate students, LGBTQ students, first generation students, low

SES students, students of color. One example of doing this is extending our office hours

in spaces like CESA to reach more students.

Core Objective #2: Employer Engagement Challenges:

Student participation:

o Student attendance at non-STEM fairs, information sessions, and events continues

to be an issue. While it is easy to dismiss this issue to student apathy, the

complex causes of and solutions to the problem remain elusive. We hope the

expo model, a review of the year’s programming, and a renewed focus on student

and employer populations that do not typically attend the fairs will help address

the problem moving forward. We also aspire to have a professional marketing

plan completed for EE, if not the entire office, to help address the issue – there is

potential to offer an in-kind partnership to a firm for this type of service

o Student use of the Symplicity platform has not exceeded 15% in that last year.

This is a large challenge for the office and an indicator that we have a lot of work

ahead of us as we endeavor to create a culture of career at the U amongst students,

faculty, and staff. We believe our transition from Symplicity to Handshake will

improve this situation with improved marketing functionality and by making job

and internship opportunities more accessible to students.

All-campus fair: The all-campus fair continues to lag behind the STEM fair in both

student and employer participation. This is a short and long-term issue for the office as

the fair is relied upon to generate revenue that covers annual operating costs. More

importantly, it is the semester’s largest on-campus recruiting event for non-technical roles

and it is critical to our mission that more students come and find the experience valuable.

Opportunities:

Handshake: Handshake’s mission is to democratize opportunity by making sure that all

students, regardless of their major or institution’s notoriety, are able to find and apply for

jobs and internships that are of interest to them. It is likely that the number of employers

who recruit at the U will grow by a factor of 10 in the first year after our switch from

Symplicity, creating more career opportunities for students and fostering a dynamic

careers platform on campus that can be leveraged to get students and faculty more

involved in career conversations.

Targeted events: Recognizing that the fairs do not hold relevance for all students and

employers, or may not meet the demand of others, we will explore a targeted expo model

in the next year. These events will be much smaller than fairs (approximately 15 to 20

employers) and have a much narrower focus, such as computing, social work, or

PR/marketing. We believe we will be able to collaborate with campus partners to put

these events on a low-cost and high value to students and employers who fall outside of

the traditional fair model.

Core Objective #3: Academic Partners Our goal is to have more campus conversations around the topic of career readiness and early

career education with students. Certainly, we feel momentum is growing with our academic

partners around this message, and we must continue to sustain an institutional focus around the

role CPDC plays in at the UU in providing the resources.

Our involvement with New Student Orientation in vital to this the CPDC mission, and presents

both an opportunity and challenge. The growing invitations to participate with Colleges has

stretched our staff resources, also but creates engagement opportunities to connect with students

at an early point in their undergraduate experience.

Finally, of the many opportunities to collaborate with academic departments (discussed

above/listed below), there is none more compelling than internships for students that is tied

specifically to the college credit. We will be continuing to propose the creation of additional

Internship Coordinators for Colleges who currently have not participated in the new model.

Engaging faculty in a career committee/board (made up of career champions)

Continue to build out Dean’s Reports around needs of colleges

Maintaining momentum across new leadership at the university

New associate director

Opportunity to scale online courses/software tools

Data reporting to our partners – dashboard

Faculty advisor access to resources and information about programs/services

Implementation/training of internship coordinators

Maintaining a centralized approach to career servicers – meeting the goals and vision of

our strategic partners

Core Objective #4: Alumni Outreach and Partnerships

We anticipate many changes as the new Executive Director of the Alumni Association begin his

leadership and works with the stakeholders and AA Boards. There is an indication that the focus

for the ACS program will be on young alumni (3-5 years out). There will be more emphasis on

the use of web-based tools to maximize and extend the impact of the ACS Program. The current

fee structure of AA membership model will be carefully considered, and the ACS Program may

also adopt a no fee for service model. 1:1 Coaching availability will also be carefully considered

as we move toward more networking events and activities. The future of the ACS Program has

many pivot points coming in the next year, as we adapt the current program and services more

toward young alumni, outreach to chapters, expanding networking events, and on-line tools.

Funding of the program is a jointly shared and will be examined by the CPDC Director, and the

AA Executive Director in the coming year.

Core Objective #5: Staff & Operational Excellence Staff space considerations will continue to be a challenge in the future. With the addition of 2

new Graduate Career Coaches, and the potential for additional Career Coaches to meet the

growing demands of the increased student interaction and focus on reaching/serving additional

students. We are remodeling 5 of the current interview rooms in the 2018-19 FY to allow for

growth, but this space is not ideally suited for FT staff members. Consideration will need to be

given to common areas such as the CEC and conferencing space (SSB 380) which is currently

under high demand from external campus constituents.

Fiscal accountability and managing resources will also play a major role over the next year. We

will be looking for ways to expand revenue to meet more of the operational needs of a growing

staff, increased programing, and more emphasis on outreach to all stakeholders (students,

employers, alumni, academic partners). The cost of resources, such as software tools,

computers, professional development, space enhancement, are all increasing, yet we still have a

static mode of revenue generation.

Core Objective #6: Telling Our Story With our successful marketing campaign, we see a need to scale our services to ensure we can

meet the needs of our students without burning out our staff. We anticipate a growing need to

deliver high quality programs and resources for students who are residential, distance education,

working full-time and commuters. We will need to strategically find a balance between scaling

our resources on-line, and creating new resources for students. It is important that the messaging

and work of career development, is not solely done by just the Career Center. We need to create

brand ambassadors like faculty and advisors to help educate and provide resources for our

students.

Grants, Contracts, Gifts or New Revenue Below is the funding received via grants, contracts, and partnership donations:

The Parent Fund = $4K in total funding for Career Treks Program ($2K), Suit Up ($2K)

and secured funding in the amount of $20K for Treks over a two-year period beginning in

AY 18-19 and $2K for StrengthsQuest Initiative beginning in AY 18-19

$175K of institutional funding secured to fill 3 full-time Graduate Career Coach

positions, beginning in AY 18-19

JLD (Job Location and Development) = Federal grant in conjunction with Financial

Aid/Scholarships = $65K

Additional funding donations to Career Services from our 2017 Partner Employer (not

grant funded) = $40K

Staff Excellence: The Career & Professional Development Team has 20 staff members, and 11 student

ambassadors. We have been fortunate to recruit and hire a number of new career coaches and

staff over the past year from a diverse background of experiences and from varied geographic

areas across the country.

This fresh infusion of talent has led to many new ideas, and an opportunity for bringing in new

and effective practices to the CPDC. We have a strong commitment to continuing to provide

training, education, and professional development for our entire staff. Highlighted below are

some practices that ensures all staff is properly trained to provide professional and competent

service.

Staff Highlights:

All staff have a budget allocation or $1700 per year to target conferences, trainings, or

classes that enhance their professional development and growth. Our Assistant Directors

receive $2,200 for their professional development and growth, and our Associate Directors

receive $4,000 for their professional development and growth. This funding allows for our

team to engage in attending conferences, joining professional associations, seeking specific

credentials needs for areas of responsibility, and participating in leadership and board roles

across the region and nation.

Staff training occurs each month at our staff meeting designated for professional

development – topics. These topics are requested by staff, and are geared to help staff with

their everyday practice. Some of the 2017-18 year topics/presentations include the

following:

o Time Management

o Giving and Receiving Feedback

o PPT Presentation Best Practices

o Hiring Best Practices

o Bias Response Training by the Office of Inclusive Excellence

Monthly Coaches Training – These trainings cover real cases studies and scenarios from our

Coaches, skill-based training topics, new on-line tools and coaching instruments, and other

salient topics that are brought to the table for discussion and practice. This year, our coaching

team also went through Design Your Life, as an opportunity to continue to enhance our

practice as career coaches.

We have continued to encourage and support staff involvement in Student Affairs training

and certification programs. We currently have seven coaches that have successfully

completed the Student Affairs Diversity Training Certificate. We have strongly encouraged

all staff to complete this training within their first year of hire, in an effort to more actively

encourage staff to complete this program.

We recruit highly qualified staff from a national perspective. All of our coaches have either a

master’s degree or deep industry experience. All Career Coaches have master’s degree or

doctoral degrees.

Staff Accomplishments and Awards:

Staff member Awards

Butler, Ella Graduated from ELP with Masters in Higher

Education

NACE MLI 2018 Scholarship Recipient for

MPACE

Bloomquist, Eric 2018 MPACE Conference Chair

NACE MLI 2018 Scholarship Recipient for

MPACE

Schlotterbeck, Devon Graduated with her Masters in Higher

Education & Student Affairs Leadership from

University of Northern Colorado

CPDC Suit-Up was nominated for the Beacon of

Excellence award.

Staff Name Committee & Professional Association

Memberships

Inman, Stan National Association of Colleges and

Employers Professional Practices Committee

NACE National Career Services

Benchmarking Consortium

MPACE Sponsorship Committee Chair

Member: NACE, MPACE, UACE

Bloomquist, Eric MPACE 2018 Conference Chair

NACE MLI 2018

MPACE Communications Committee,

Member

MPACE 2017 Conference Committee

Member, Programs

Member: MPACE, NCDA, UACE, NACE

Jensen, Trisha Cooperative Education and Internship

Association Utah State Representative

MPACE Member of Entertainment

Conference Committee 2017

MPACE Member of Programs Conference

Committee 2018

Member: NACE, MPACE, CEIA, UACE,

NASPA

Began U of U HR Management Certificate -

May 2018

Completed SADC Certificate - May 2018

Member: NACE, MPACE, CEIA, UACE,

NASPA

Mahak, Francine Advisor for Golden Key Honor Society

Member: Graduate Career Consortium,

UACE, Golden Key

Butler, Ella MPACE Member of Entertainment

Conference Committee 2017

NACE MLI 2018

MPACE Exhibits Co-Chair 2018

MPACE Communications Visual Content

Lead 2018

University of Utah Pride Week Co-Chair

2018

Student Affairs Diversity Council Advanced

Program Lead 2018

ACPA Resume Reviewer 2018

Gallup Certified Coach 2018

Intercultural Developmental Inventory

assessor 2018

Member: MPACE, UACE, UCDA, NCDA,

Utah NASPA, ACPA

Kass, Lindsey Utah Career Development Association

Treasurer

Utah Career Development Association

Conference Planning Committee, 2018

Member: NCDA, UCDA, UACE, MPACE

Arola, Mary Member: NASPA, Utah NASPA, MPACE

Gleason, Amy Member: Utah NASPA, MPACE, Alumni

Career Services Network, NACE

Renzetti, Anna Golden Key Honour Society, Advisor

MPACE

o Mt. Central Regional

Committee, Communications

Subcommittee

o National Committee,

Communications Committee

Member: MPACE, Golden Key Honour

Society

Randall, Megan Student Affairs Professional Development

Committee (SAPDC), University of Utah

o Serving as a Coordinator for

the Social Events Sub-

Committee

o Serving as a Coordinator and

Content Co-Creator for the

new SAPDC Monthly

Newsletter Sub-Committee

o Serving as a Coordinator for

the SAPDC Exempt Staff

Retreat Sub-Committee

o Serving as a Member of the

Competencies Sub-Committee

Anti-Racism Task Force (ARTF), University

of Utah

o Serving as member of Learning

Sub-Committee

Member: NACADA, NCDA, MPACE

Musser, Allison American Association for Employment in

Education (AAEE)

Serving as the 2018 Annual

Conference Chair

Utah Association for Employment in

Education (UAEE)

Serving as Treasurer

Serving as President-Elect

Mountain Pacific Association of Colleges &

Employers (MPACE)

Education & Professional

Development Committee,

Member

National Association for Colleges &

Employers (NACE)

NACE Leadership

Advancement Program (LAP),

2018-2019 Cohort Member

Gold, Carmen Mountain Pacific Association of Colleges and

employer (MPACE)

Program Committee for 2018

conference

Professional Development &

Education Committee 2018-

2019

Current member of Student Affairs

Professionals in Higher Education (NASPA)

2 years running of committee member on the

Expect the Great Conference

Gallup Coaching Strength certification

Utah Women of Higher Education (UWHEN)

Website, Communication and

Marketing committee

Members: MPACE, NASPA, UCDA,

Sachdeva, Abhilasha Member: MPACE, UACE

Bolton, Leslie Member: NACE, MPACE, UACE

Nielson, Preston Member: MPACE, NACE, UACE

Earned a Certificate of Conflict Resolution

from the University of Utah

New Hires:

Preston Nielson

Anna Renzetti

Abhilasha Sachdeva

Devon Schlotterbeck

Conference Presentations/Publications:

Ella Butler

Butler, E., & Musser, A. (2018, February). Marketing & Programming Best Practices.

UCDA Conference, Salt Lake. City, UT.

Butler, E., & Dries, K. (2017, December). Hiring Best Practices in Career Services.

University of Utah, Student Affairs. Retreat. Salt Lake City, UT.

Butler, E., & Dries, K. (2017, December). Hiring Best Practices in Career Services.

MPACE Conference. Seattle, WA.

Bloomquist, E & Butler, E. (2018, January 31). Data Informed Marketing Decisions [web

blog post]. NASPA.

Eric Bloomquist

Bloomquist, E & Butler, E. (2018, January 31). Data Informed Marketing Decisions [web

blog post]. NASPA.

Lindsey Kass-Green

Kass-Green, L. (2017, December). Being Creative When Coaching Exploring Students.

MPACE Conference. Seattle, WA.

Allison Musser

Butler, E., & Musser, A. (2018, February). Marketing & Programming Best Practices.

UCDA Conference, Salt Lake. City, UT.

Megan Randall

Randall, M., & Vakilian, C. (2017, October). Strengthening Partnerships Between

Academic Advisors and Study Abroad Advisors to Increase Student Engagement.

NACADA Annual Conference. St. Louis, MO.

Randall, M. & Timm, K. (2018, February). How to Career Coach Students Who Study

Abroad. UCDA Annual Conference. Salt Lake City, UT.

Appendix A: CPDC Strategic Plan (Goals Only)

University of Utah Career & Professional Development Center Strategic Plan: Summer 2016 – Summer 2020

To this end, the Career & Professional Development Center will orchestrate an institutional

effort to excel in six main areas:

1. Create a campus where all students see the tangible future because they understand and

engage in the career planning process – early and often.

2. Create the premier collegiate recruiting destination for employers who offer quality

opportunities for our students and alumni.

3. Create a career culture at the University of Utah where every faculty and staff member

engages in career development.

4. Create a lifetime relationship of connectedness to the University of Utah from alumni and

the community.

5. Realize operational excellence to maximize resources.

6. Create value proposition for all stakeholders to engage with the Career & Professional

Development Center.

CREATE A CAMPUS WHERE ALL STUDENTS SEE THE TANGIBLE FUTURE BECAUSE

THEY UNDERSTAND AND ENGAGE IN THE CAREER PLANNING AND DECISION-

MAKING PROCESS – EARLY AND OFTEN.

1. Focus on programming and engagement of first-year and second-year students to create

awareness and credibility for Career & Professional Development Center programs and

resources.

2. Expand awareness of the Career & Professional Development Center resources and increase

engagement/participation/outreach for the following specific populations: international students,

individuals with disabilities graduate students, LGBTQ students, first generation students, low

SES students, students of color.

3. Create increased awareness of and a variety of avenues for students to engage internships and

experiential opportunities.

4. Prepare ALL students for their career and future professional plans.

CREATE THE PREMIER COLLEGIATE RECRUITING DESTINATION FOR EMPLOYERS

WHO OFFER QUALITY OPPORTUNITIES FOR OUR STUDENTS AND ALUMNI.

1. Develop high level institutional buy-in in support of employer outreach and recruitment.

2. Involving our coaches in employer engagement more intentionally.

3. Develop a consistent method of tracking and sharing employer engagement throughout office.

4. Strategically and proactively seek internship opportunities with employers.

5. Create programming to engage and educate employers.

CREATE A CAREER CULTURE AT THE UNIVERSITY OF UTAH WHERE EVERY

FACULTY AND STAFF MEMBER ENGAGES IN CAREER DEVELOPMENT.

1. Create direct opportunities for interaction with academic partners.

2. Increase engagement in classrooms and with students.

3. Increase amount of reporting to Deans, Academic leadership, and academic partners

4. Conduct outreach and formulate strategy for liaisons.

5. Develop a resource relationship with each college about internships.

CREATE A LIFETIME RELATIONSHIP OF CONNECTEDNESS TO THE UNIVERSITY OF

UTAH FROM ALUMNI AND THE COMMUNITY.

1. Develop high quality ACS programs/services based on research and data collection.

2. Respond to the career development needs of alumni through innovative programming.

3. Sustain the financial viability of ACS Program

REALIZE OPERATIONAL EXCELLENCE TO MAXIMIZE AND MARKET OUR

RESOURCES.

1. Increase personnel to further meet the needs of growing demand for services.

2. Increase efficiencies

3. Developing more structure around expenditures and budgeting

4. Create a more premier space

5. Explore a shift to employer relations, coaches, and ambassadors divided by industry.

CREATE A VALUE PROPOSITION FOR ALL STAKEHOLDERS TO ENGAGE THE

CAREER & PROFESSIONAL DEVELOPMENT CENTER

1. Telling our Story to stakeholders.

2. How we will convey our story through branding, social media, and marketing

Appendix B: Example of Dean’s Report

(Double click on image to open PDF report)

Appendix C: Staff Accomplishments

Accomplishments from July 1, 2017 – June 30, 2018

Overall:

Our team grew, when we welcomed Preston Nielson, Anna Renzetti, Abi Sachdeva, and

Devon Schlotterbeck since July 1st (Megan Randall and Allison Musser joining just a few

months before that).

Contracted AlumniFire for alumni-mentor platform.

Licensed StandOut, to have a new mock-interview platform.

Licensed Handshake, to increase our opportunities for students.

We transitioned to an industry based model, which has helped us be more strategic and

targeted with our work with employers and students.

We can finally report out on numbers for events, and student and employer engagement

because we are doing a great job of tracking. This is critical because it’s the data we use

to determine what’s working, what isn’t, and pivot to realize opportunities.

At our winter retreat, we each found ways to individually contribute to our strategic plan

and priorities.

The first year our ambassador team led out on Quick Help!

Marketing & Website:

Developed our first ever marketing strategic plan

Successfully brainstormed, filmed, and completed CPDC video for use at Orientation.

Finished the Identity Pages.

Informational videos for social media and website are being created.

More welcoming space with window clings added to the lobby.

Increased dosical media presence.

Organized and streamlined our handouts – creating consistent content for students and

creating our “signature handouts.”

Completely finished the Admissions Handouts!

Career Coaching:

Coaching team went through the DYL course.

Created an online career course in CSBS – enhancing our resources – we focused on

camping handouts, and the admission handout project – restructured our coaching

appointment process, and launched the first semester of the course.

Expanded opportunities in Career Courses – now being involved with Chem, in addition

to Humanities, and SBS.

We expanded office hours in CESA weekly.

We held the first full academic year of biweekly coaches meetings.

We presented in 204 classrooms to more than 3,900 students in the 2017-18 academic

year.

We engaged more freshmen and sophomores this spring semester than any previous

semester (47 freshmen, 89 sophomores!).

Coaching team is successfully beginning the transition to ConExEd.

Re-vamping all content for PowerPoints, to be more strategic in sharing information with

students in classroom presentations and workshops.

1488 1:1’s from January – May 2018.

Academic Partners:

We held our first ever faculty workshop to 11 faculty – helped them make their syllabi

utilize NACE career readiness skills.

We had 3 open houses with over 100 academic visitors.

We held 4 trainings for academic advisors and staff to a total of over 100 advisors.

We presented at the council of deans meeting.

We held deans meetings and conducted dean report overviews with all 11 colleges we

work with. We recognized 21 Faculty winners at our Faculty Recognition event, which

had over 70 stakeholder attendees, and 3 Deans attend!

We recognized our first Dean of the Year award.

Employer Engagement:

Important progress made in consolidating internships coordination campus-wide.

Piloting of industry specific expos to diversify engagement opportunities and bolster fair

model

Successful bidding process to secure Handshake contract

$84k in revenue earned for Spring Career Fairs

Programs:

Suit Up was recognized as a Beacons of Excellence Winner

Programs received $4,000 in Parent Fund support

Coordinated over 26 events as a team with upwards of 3,557 students attending

o Warm Ups & Kickin’ It: ~400

o Career Fairs: 2,800+ (Spring Fair – 289 employers; 2,822 students)

o Career Fair Prep: 76

o WEB Resume Review Days: 182

o Seattle Career Trek: 11 (50+ applications) (Received a 100 NPS Score!)

o Discover Your Strengths: 10 + 13 = 23 total

o Articulate Your Strengths: 4

o Woke in the Workplace: 13 students (approx. 40 attendees)

o CPDC Awards Banquet (Intern of the Year & Suit Up): 37

o 8 Meet & Eats: 211 students

o Big Dream Gathering

o Creepy Careers

o Bright Outlook Panel

Coordinated additional 10+ liaison programs

o Veteran Networking Night

o Veteran Breakfast at Career Fair

o Veteran Site Visits & Brown Bag Lunches

o CA+P Career Fair

o Engineering Technical Interviewing Panel

o MES Coffee + first destination survey

o Student Athlete Networking Night

o Beyond it was Awesome with Learning Abroad

o Education AAC Open House

o Lean In Programs

prepared by the career & professional development center

Documents