Smriti Sharma

I learned that effective faculty recruitment depends on choosing applicant sources based on the school’s hiring needs, available candidates, and recruitment budget. I will use employee referrals, online postings, and walk-in applicants as potential sources while ensuring every instructor advertisement clearly explains the role, required qualifications, application process, and the benefits of working for the institution. Recruitment can also help increase awareness of the school in the community.
 
 

I learned that a compliant admissions process should use a clear job-analysis approach to identify the knowledge, skills, abilities, and personal characteristics needed for effective instructors. I will apply this by using consistent paperwork and selection criteria, separating essential “deal breakers” from preferred qualifications, and considering fair compensation as part of attracting qualified instructors.

I learned that maintaining and motivating an effective board requires continuous development, clear communication, ethical expectations, and regular evaluation of outcomes. Board members need ongoing training to understand their roles and responsibilities, while engaged advisory members can add value through activities such as mock interviews, student-project evaluations, and participation in graduation events.

I will apply this by supporting annual board-development sessions, using concise and meaningful communications, seeking feedback after training, and tracking whether board recommendations and activities improve student and school outcomes.

I learned that effective board meetings require clear expectations, a thorough orientation for new members, and a welcoming environment that encourages active participation. Meetings should be well planned, follow a focused agenda, and be led by a skilled chairperson who keeps discussions productive and addresses disruptions appropriately.

I will apply this by sending meeting materials in advance, assigning new members meaningful tasks, maintaining accurate minutes, and ensuring advisory boards focus on providing practical recommendations while governing boards maintain fiduciary and strategic oversight.

I learned that forming an effective board starts with clearly defining its purpose and whether it will serve as a governing or advisory body. I would recruit diverse, mission-aligned members with relevant expertise, clearly communicate expectations, and maintain accurate meeting records to support accountability and accreditation requirements.
 
 

I learned that governing boards provide legal, fiduciary, strategic, and CEO oversight, while advisory boards offer nonbinding industry and program advice. I will apply this by selecting engaged members who support the school’s mission, defining clear roles, and using advisory feedback to improve programs without shifting governance authority away from the governing board.
 
 

I learned that implementing program changes requires careful planning and following regulatory guidelines. It is important to show that a new program is needed and relevant, and to report major changes when required.

I plan to apply this by researching the requirements before making program changes and creating a clear plan. This will help ensure changes are well-prepared, compliant, and beneficial to students and the community.

I learned that data is important when deciding whether a new program is a good fit for the school and the community. We need to ask the right questions, look at job demand and competition, and be willing to adjust our plans based on what the data shows.

I plan to use this approach by carefully reviewing research before moving forward with a new program. This will help make sure our decisions are realistic, useful for students, and supported by actual community needs.

I learned that understanding your community is an important part of developing successful new programs. Talking with graduates, instructors, employers, and externship sites can help identify current and future training needs, as well as student needs such as transportation and accessibility.

I plan to use this information by gathering input from the community and employers before making decisions about new programs. This will help make sure the programs we offer are practical, relevant, and useful for our students and local workforce.

The biggest takeaway for me is that developing a new program should start with understanding real community and workforce needs, not simply adding something new. Research, input from a Program Committee, and feedback from local employers can help determine whether a program is needed, realistic, and sustainable.

I would apply this by involving local businesses early, looking closely at industry needs, and being open to changing my original idea based on the research. This can help ensure that new programs actually benefit students, employers, and the community.