The Role of Employer Advisory
Committees:
Moving to the Next Level
Wisconsin Educational Approval
Board Conference
November 17, 2011
Jay Hollowell
Our Agenda

The Reasons Why Employer Advisory Committees
(EACs) Are So Important

Taking Employer Partnerships to the Next Level

An Employee Advisory Committee Checklist

Characteristics of Effective EACs

WIN-WIN Results
The Reasons Why Employer Advisory
Committees Are So Important
The mission of career schools, colleges and
universities lays the very foundation for
institution/employer relationships.
The Employer Advisory Committees (EAC)
serve as a framework and a means to
develop partnerships with vested interests
for both schools and employers.
The Reasons Why Employer Advisory
Committees Are So Important

Employers are an excellent marketing resource

Employers provide invaluable feedback regarding
program competencies, the employment
community and the industry-at-large

EACs provide a platform for ongoing
communication among the school and its
employment partners

Employers, through EACs, play a vital role in
areas of institutional effectiveness
EACs and Institutional Effectiveness
Components
How do EACs influence

Student Retention Rates?

Graduate Placement Rates?

Level of Graduate Satisfaction?

Level of Employer Satisfaction?

Student Learning Outcomes?

Financial Aid Default Rates?
Traditional Employer Advisory Committee
Roles

Program Feedback

Guest Speakers

Career Fairs

Externships

Tours

Ongoing Communications
Taking Employer Partnerships to the Next
Level
Taking Employer Partnerships to the Next
Level

Program Feedback >>>
- Industry Feedback / Trends
- Additional EAC Roles (ex: Focus groups for new
programs)
- Special Purposes (ex: Recommendations for
technology and/or
needed resources)
- Feedback on Performance Skills
Feedback on Performance Skills
What Employers Want!

Technical Skills and Experience

Communication and Articulation

Planning and Organization

Problem-Solving / Rational Thinking

Professional Demeanor
Feedback on Performance Skills

Leadership/ Teaming

Reaction to Pressure

Preparation

Behavioral Results

Forward Thinking
Taking Employer Partnerships to the Next
Level

Guest Speakers >>>
- Guest Speakers-at-Large
- Co-Speakers with School
Ambassadors at Community
Events
Taking Employer Partnerships to the Next
Level

Career Fairs >>>
- Personalized Career Fairs
- Interview Opportunities
- Training Opportunities
- Additional Community Service Events
- EAC participation in awards ceremonies,
graduations and school social activities
Taking Employer Partnerships to the Next
Level

Externships >>>
- Externship Site Appreciation Events
- Graduate Skill Checklists
- Company Training Needs
Taking Employer Partnerships to the Next
Level

Campus Tours >>>
- Opportunity to relate facilities, equipment and
resources to successful graduate outcomes
- Opportunity to demonstrate additional services
to students
- Platform for setting up employer site tours
Taking Employer Partnerships to the Next
Level

Ongoing Communications >>>
- Opportunities for Employers to Communicate
Among Themselves Through a School
Network
- Basis for Positive Visibility Across the
Employment Community
An Employee Advisory Committee Checklist

EAC meeting agendas are prepared and
distributed two weeks prior to meetings

EAC members are introduced and given the
opportunity to meet each other

Key school staff are introduced – faculty may
very well participate in EAC meetings

An overview of the school, mission, history,
programs, etc. is provided
An Employee Advisory Committee Checklist

The number of times the EAC will meet is
determined

A chairperson is designated from the employerbase

Outcome expectations for committee members
are clear as well as orientation/training provided
– what do committee members need to know to
do their jobs?
An Employee Advisory Committee Checklist

Responsibilities across all members are evenly
distributed

Leadership is provided from the campus

Meeting notes or minutes are distributed to
committee members, including action plans,
anticipated results and timelines, within two
weeks of meetings
Characteristics of Effective EACs

Planning and strategy are key elements of the
meetings

Agendas are accomplished on schedule

Committee members have a clear understanding
of the school’s mission and purposes as well as
their roles and functions

Committee members are serving as ambassadors
for the school to the outside community
Characteristics of Effective EACs

EAC members have the opportunity to engage
with school personnel

Value is added to the school through committee
member involvement

The EACs are making a difference in program
effectiveness and graduate placement
A New World (Again)

Faculty Development & Professional Growth

Management & Staff Training

Compliance

Accreditation Standards

Image
WIN-WIN Results

Schools have a “short list” of solid and consistent employer
contacts, resulting in increased graduate employment
opportunities - employers have a base of qualified job
applicants

Schools, through their EACs and employer-base, have a
pulse on industry changes resulting in better programs and
more successful graduate outcomes - employers have
access to educational tools and resources that can help
them with those changes at their own establishments

Both schools and employers have “synergistic” visibility in
each other’s communities
WIN-WIN Results
Employer Advisory Committees that are active
and fully utilized help our schools to reach the
next level of service to our students.
The Five Clues We Should Know

C
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L
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U
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E
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S
Our purpose - our mission - has never been
greater or more important than now. There is
no other educational venue that, despite the
current challenges and attention, can provide
more of an opportunity for an adult learner to
accomplish in a hands-on environment, and
against sometimes insurmountable odds, his
or her career objectives.
Our employers are the real key to this success
and should be intricately involved with each of
our institutions. We owe it to ourselves, to the
community-at-large and, most importantly, to
our students to develop, fully utilize and
expand our employer partnerships and
advisory committees in all facets of our
operations.
Let’s Talk!
Jay Hollowell
Vice President - Training & Client Services
MaxKnowledge, Inc.
888-626-2407
x83
jayh@maxknowledge.com