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Very good guidance on organizing the board, managing the board overall, and post meeting notes / minutes. While in my case, we have annual advisory meetings, this is good insight into a governing board and how they function. 

When interviewing board members I think the approach of asking if they have the time to dedicate, and the desire to be a vested functioning member is very important. In the past, I've had program advisory members who weren't fully engaged.  

Boards can make or break an institution. I would apply these concepts to ensure that we have effective boards.

I intend to use the information in the section to further bolster both our advisory board and our governing board. I will incorporate the sections of this lesson for greater feedback from both groups.

An advisory board can focus on specific areas of need. In my case we are a technical institution that focuses on motor vehicle repair and maintenance. We are required to have a yearly advisory board meeting. What was interesting is the concept of having as advisory board with a broader scope to include things like student retention and new program evaluation.  

There are many factors to take into consideration when choosing a candidate. This module provided great insight into the best methods for determining who is the best fit for our organization. 

A five-year plan is an effective tool to fortify institutional goals for the long haul. There are many questions to consider and it's best to ensure you have a diverse team composed of constituents and to strive for broad representation. This team will share ideas, but it's imperative a tone is set to encourage all ideas are great. When diving into educational programs, focus on questions that draw the ideas forward and assess what you currently have. Consider articulation agreements with other schools and remember to be adaptable.

A new instructor should not be simply thrown into the classroom with a copy of the textbook and a slide deck. They should receive a well-planned onboarding that begins on their first day of employment. The onboarding should not be overwhelming. Be able to judge when the new instructor has had enough and save the rest for tomorrow. 

Providing an honest realistic job preview will probably reduce your pool of eligible applicants. However, those that do accept the position will likely be better suited for the position, more likely to accept a reasonable offer, and retention will not be a major concern. 

All applicants should be treated in a positive way. If they have a positive experience with your organization, whether they are hired or not, they have the power of word-of-mouth. An applicant who had a positive experience is likely to refer others for the position and possibly refer prospective students. You may also end up calling them back down the road if other candidates decline your offer.

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