Robert Pearl Starks

Robert Pearl Starks

Location: phoenix, arizona

About me

As Vice President of Product Development, I lead cross-functional teams of designers, developers, QA testers and product stakeholders to develop, launch, and improve products customers need and love. 

Previously, I've worked in a variety of leadership roles in education / learning & professional development. Through my experience, I've become accustomed to working across departmental silos and with various stakeholders (executives, end-users, faculty, staff, students / learners, alumni, parents, regulatory agencies, partners and employers) to facilitate collaboration and advance common goals. In my previous roles, I've advocated for student needs and driven organizational change that helped educators do their best work, students thrive in their careers, and employers connect with quality talent.

Despite different contexts, a common theme in my career journey has been to do work that contributes to a mission which improves people's lives. It's also always been important for me to work with an organization whose values align with my own. I'm a listener, empathizer, customer advocate, servant leader, and lifelong learner. I'm never satisfied with status quo, I constantly strive for "better," and I'm driven by genuine curiosity to solve complex problems.

“Work to become; not to acquire.” -Elbert Hubbard

Interests

social media, career development, training, higher education, web 2.0/3.0, career services, leadership, marketing

Skills

social media, marketing, training, consulting, management, strategic planning

Activity

Hi Theresa, Some people struggle with what type of Facebook account they decide to use. I'm curious, can you share the variables you considered that led you to choose a Facebook page vs. group or profile account? What goal(s) will you focus on having your Facebook page help you achieve for your department and why did you feel the Facebook platform was particularly strategic in your efforts? Thanks for sharing.

James M. Danko, president of Butler University, spent two decades in the business world before going into higher education. In a recent conversation with The Chronicle, he talked about how higher education could be entrepreneurial, innovative, open to change, and better at conveying the value of its "product" to students and parents.

Campus executives are likely unaware of what needs to be accomplished and when to comply. CIOs may want to begin that discussion now.

On Dec. 11, 2013, the United States Department of Education posted a 68-page draft of regulations for "Gainful Employment (GE)." Largely ignored by the press, this document — soon to be final regulations — is becoming the template for change of federal financial aid eligibility for college and university students. Gainful Employment currently only applies to certificate and other programs that do not lead to a degree, but may be extended to all postsecondary programs. For the first time,… >>>

“The way to gain a good reputation is to endeavor to be what you desire to appear.” -Socrates

 

Are we immersed in the information age or the disinformation age? It is all a matter of perspective. The internet provides an open forum that allows users to contribute information that the rest of us are left to decipher for truth. Overall, as a rule, we tend to give the benefit of the doubt to online information and believe what we read. Statistics show that nearly 73% of consumers believe that information they read online is accurate and trustworthy.

 

Inaccurate… >>>

Hello Ruth, Have you noticed any significant changes resulting from the implementation of background checks? For instance, has it impacted enrollment, retention, employment outcomes, or any other areas? Robert Starks Jr.
Hello Ruth, Can you share the reasons why your institution decided chamber participation was a prioritized pursuit? What were the reasons that drove the decision to focus on Chamber participation vs. the other types of options an institution could pursue? Hearing the decision-making process could help others who may be considering this type of involvement relative to other opportunities that exist. Robert Starks Jr.

Hello Ruth, The placement model is a linear model that historically has focused on matching graduates to career opportunities with little focus on career development. If I play devil's advocate, one could argue that one-on-one guidance isn't what the Placement model emphasizes because it is missing the "guidance" that arguably has greater need in today's environment. Considering how the labor market is dramatically different today and that the strategies to obtain, maintain and progress in one's career has changed, one could argue that the placement model is actually lacking the one-on-one guidance necessary to help students achieve maximum success. What… >>>

Hello Ruth, You touched upon something interesting. You stated that lack of motivation is an issue and that some student enroll for the wrong reasons. This clearly indicates the relationship between enrollment management and graduate outcomes. You've mentioned that you bring in speakers and I'm guessing this is to help motivate students but I'm wondering if the institution has considered what can be done at the point of enrollment to address the issues you have indicated. What ideas do you have that could allow for intervention during the admissions process? Robert Starks Jr.

Editor Kevin Kuzma leads the first in a four-part series of interviews with Alex Tabarrok, associate professor of economics at George Mason University. Alex talks with Kevin about the shortage of Americans pursuing careers in science, technology, engineering and mathematics.

Hello Paulette, Do you have any thoughts/ideas on how the practices you described (1-on-1 work with students, weekly team meetings) can be scaled for large and/or online institutions? As you know, some institutions have trouble with these types of practices because of their size and/or their delivery (online, blended and/or on-ground). Any thoughts? Robert Starks Jr.

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