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Zayed University

Zayed University. Experience of working with matrix standard. Why matrix?. Seeking a quality mark / accreditation for ZU Career Services To improve outcomes and impact of service What is the purpose of what we are doing? What are our clients expectations?

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Zayed University

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  1. Zayed University Experience of working with matrix standard

  2. Why matrix? • Seeking a quality mark / accreditation for ZU Career Services • To improve outcomes and impact of service What is the purpose of what we are doing? What are our clients expectations? How do we know we are being successful? • Benchmark to measure effectiveness of services. What are we doing well? What do we need to improve? How can we continue to improve?

  3. Career Services at ZU • Career Education – Holistic • Career exploration credit course in general education • Career management workshops • Field trips, employer days, career fairs, work shadowing, entrepreneurship. • Internships integrated into curriculum in final year • Career Guidance/Counseling • 1:1 guidance: career counselor, academic advisors • Occupational talks • Range of assessment tools: interest guides, personality, work styles, values, skills etc. • Opportunity Awareness - Careers information / LMI

  4. Career Services at ZU • Student Employment Programs • ONCE • Sponsorships, part-time employment, World of Work Program (WOW) • Graduate Employment • Job search support • Vacancies targeted at graduates • CV book – on line

  5. Our Journey… • Registered interest with Emqc – November 2011 • Emqc received approval from British Government Department BIS for development of matrix as International standard for I.A.G • Explored viability by VC with Emqc Jan 2012 • Completed self assessment process Jan 2012 • Benchmarking Visit – March 2012 • Implementation of Action plan commenced May 2012 • Planned Accreditation - January 2013

  6. Challenges • Insufficient resources for a growing student population • Cycle of change • Accessibility issues • Raising awareness of services • Influencing policy at a strategic level • Establishing K.P.I’s to measure performance / celebrate success • Evaluation of service delivery to stakeholders • Changing the mind set of our students through career learning • Involving young people in guiding service delivery

  7. Methodology • 41 people interviewed over 2 days • 15 employees on Abu Dhabi and Dubai Campus • 5 representatives from internal partners • 8 representatives from external partners • 13 clients – students • Observation • Document Review • Feedback – verbal and written report

  8. The matrix Standard Evidence Grid

  9. The matrix Standard Evidence Grid

  10. Areas of Strength • Leadership and Management • Strategic and operational plans in place(1.1) • Leadership and direction, experienced and qualified staff (1.2) • Client outcomes agreed in relation to services (1.5) • Continuous Quality Improvement • Effective use of technology, student portal, twitter (4.7) • High standard of branding • Positive feedback from events • Proactive approaches to working with external partners • Proactive approach to employment programs • Commitment to raising standard and profile of Career Services internally/externally

  11. Areas Requiring Attention • Leadership and management • Improve internal quality assurance procedures, demonstrate how existing policies support diversity, equality and impartiality in all aspects of delivery (1.3) • Resources • Limited resources perceived by stakeholders as insufficient, future resources to be built into operational plans(2.1) • Service delivery • Signposting and referral mechanisms (3.6) • Continuous Quality Improvements • Measurement of service against identified aims and objectives inconsistent (4.1) • Monitoring and evaluating client outcomes to support and improve service delivery (4.2) • Evaluates feedback to improve service delivery (4.3) • Limited informal feedback in relationship to service effectiveness with partnerships and networks (4.4) • Quality assurance not defined at team office level (4.5)

  12. Outcomes • All key stakeholders involved in process, improved awareness of services • Supported strategic and operational planning • Recognition that C.E.G essential to students making informed, realistic career choices and successful sustained careers • Commitment for additional resourcing • Allocation of more suitable accommodation for Career Centre – Abu Dhabi • Evidence of R.O.I - retention rates, employment rate • Identified need to integrate more initiatives for meaningful Education Business Partnerships to support career learning • Measurement and Evaluation are key to evidence success of service

  13. Contact Us: • Zayed University Abu Dhabi • Andrea Naylor • Andrea.naylor@zu.ac.ae • Zayed University Dubai • David Kelly • David.kelly@zu.ac.ae • Fatma Al Muhsen • Fatma.almuhsen@zu.ac.ae

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