Say “assessment” to most people and they think it’s like taking cough syrup—you don’t particularly like the taste, but you know it’s good for you. As the Assessment of Advising Interest Group (AAIG) co-chairs, we’d like to change this somewhat negative view of assessment. (Those of you already on the assessment bandwagon can stop reading now.)
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In tough economic times, higher education administrators are obliged to seek cost-saving measures and/or to conduct cost-benefit analyses of programs. Academic advising programs have often been the targets for such reviews. Academic advising administrators, therefore, must be prepared to respond to these challenges before they occur.
Research and best practices in academic advising can be valuable to new and veteran advisers looking to improve their effectiveness in serving students. However, if academic advising as a profession is to realize its deserved value and status on our campuses, we must find ways to spread the good word about advising to faculty, administrators, and decision-makers beyond the existing advising community. As Richard Light, in his book Making the Most of College (2001) stated, “good advising may be the single most underestimated characteristic of a successful college experience” (p. 81). Academic advising plays an important role in student success and retention. Therefore, we must strive to collaborate and build partnerships to further research and assessment and spread the good word about academic advising to the broader higher education community.
Good advising may be the single most underestimated characteristic of a successful college experience as noted by evidence gathered from 1,600 one-on-one undergraduate interviews. Several of the overarching findings from these interviews are 'actionable' by advisors. I look forward to sharing details from these findings with you at the NACADA national conference. However, since June brings freshman enrollment in many areas, I thought that you might benefit from a brief summary of the findings most applicable to advising incoming students.
Why do some students fail to succeed in college? What interventions are most successful with these students? There is great demand for research revolving around these questions. As chair of the Probation, Dismissal & Reinstatement (PDR) Issues Interest Group, I challenge you to approach your PDR students from a research perspective.
The Assessment of Advising Interest Group became a commission in part as a consequence of the growing interest in, and awareness of, the importance in assessment of advising. This change coincided with the Commission’s national survey on the status of the assessment of advising. Although the results of this survey are currently being prepared for submission to the NACADA Journal, it might be useful to look at some of the responses to the survey question, “What could the Assessment of Advising Commission/NACADA sponsor to assist your assessment efforts?”
Suzanne M. Trump (Assistant Dean of Retention and Academic Advising, University of the Sciences in Philadelphia) and Janet Spence (Director, University-Wide Advising Practice, Office of the Provost/Undergraduate Affairs, University of Louisville) share what they gained from the NACADA Administrators’ and Assessment Institutes.
One acronym strikes fear into many in the south-QEP. The QEP or Quality Enhancement Plan is a requirement for reaffirmation of accreditation by the Southern Association of Colleges and Schools (SACS). This is how one college, with NACADA 's help, survived and thrived during its QEP journey.
As greater numbers of students enter our institutions, retention and ethical service to these students become even larger issues. Bradburn (2002) indicates that approximately one-third of entering students leave our institutions without a credential; these numbers are even higher for minority (Hodge & Pickron, 2004) and community college students (ACT, 2005). Although current scholarship (Lotkowski, et al. 2005) on academic retention shows that a relationship with an academic advisor helps to increase retention, many students do not take advantage of this resource.
In the United Kingdom, we lack a national organization devoted to those interested in Personal Tutoring and the field remains fragmented, although there is a core group of active researchers and practitioners in the area. I think we have much to learn from you, and I hope that we also have something of value to share.
As the nation continues down a turbulent financial path, we will undoubtedly be called upon to justify our advising programs and the impact our programs have on student success and student persistence. We have shown, and we can continue to show, the tremendous impact academic advising has on all aspects of the student experience.
This article discusses an analytical approach to the collection and analysis of data in academic advising and provides examples of the use of quantitative data within advising practice at International Christian University (ICU).
Given the current lack of research on the academic advising field and profession, if advisors do not pick up the banner, what are the implications? The authors offer suggestions on how to get started with research in advising.
The 2016 convening of the Reinvention Collaborative focused on the theme of Diversity, Culture, & Identity in America’s Research Universities: Research-based Initiatives that Promote Shared Discovery and Learning by Students, Faculty, and Staff. Wendy Troxel, Director of the NACADA Center for Research at Kansas State University, attended the convening and reports for NACADA members.
The authors discuss an initiative developed to fill a gap in professional development opportunities available to the academic advisors at their institution.
Implementing a successful outcomes assessment plan, particularly one that assesses learning and performance across campus units, is a big undertaking. The authors consider ten essential, intangible elements of any successful outcomes assessment endeavor.
This article aims to show that when communication improves across silos, or separate entities on college campuses that rarely interact, it might increase empathy for the student-athletes and facilitate simple programmatic changes that could increase the likelihood of student-athletes successfully completing the degree programs that they would ideally like to pursue.
The author advocates for increasing professional development opportunities related to study abroad.
The authors finds that a NACADA institute “is nothing like an annual or regional conference.”
The author discusses how she benefited from the Assessment Institute: learning the curriculum, being guided by faculty members, and networking with like-minded colleagues from across the country and abroad.
In August 2017, the field of academic advising lost a champion with the passing of recent NACADA Journal co-editor Leigh S. Shaffer. Leigh, a recognized scholar in his field of social psychology, authored or co-authored 11 peer-reviewed articles for the NACADA Journal, more than any other author in the Journal’s history.
Change is an inevitable part of higher education today, but as our students’ needs change, advisors will have to adapt to new technology platforms to provide better support. Academic advisors can be dynamic agents of change.
Most major academic advising theories stress the importance of the advising relationship. In advising, the quality of the relationship between advisor and student is at the heart of most interventions. The author notes that the shared focus of various advising theories on factors that foster the advisor-student relationship is very similar to the common factors theory in psychology.
Emotional exhaustion may be a prevalent threat to those working in the field of advising. How can job burnout be avoided when the fundamentals of the job seem to necessitate frequent and intense emotional labor?
As a primary point of contact between universities and students, academic advisors are often asked to integrate data-driven tools into their practice but only rarely do the concerns of advisors guide the creation of new approaches to institutional data. By bringing the advising perspective to analyses of student data, new opportunities can be found to support student pathways with helpful information.
Faculty members fill many roles at the institution, but while they are experts in their field of study, they typically receive little training or preparation to serve as mentor, coach, or advisor to students. A team of primary-role advisors and advising administrators at Penn State developed a foundational on-line course designed to help the faculty advisor understand the advising role.
The authors contend that with the increasing focus on data-driven decision making, advisors must strengthen their scholarly backgrounds to effectively engage in the administrative landscape and ensure advising efficacy and support.
The Dyson College Academic Advising Office at Pace University has made significant strides towards a full-on integration of technology and is consequently changing how students expect, and deserve, immediate attention to their requests.
When academic advisors collaborate with institutional research professionals on their campuses for such an endeavor, it is important to move beyond the data which is readily available to institutional researchers to find sufficient data points for academic advisors to determine where to focus their student mentoring efforts.
With the student at the center of The University of Texas at Tyler’s efforts, Persistence and Retention Teams have been implemented to streamline employee communication to diminish the silo effect and find resolutions to student issues as efficiently as possible.
Scholarly production and practice-sharing can be a great challenge for advising practitioner-scholars as the demands of advising practice far outweigh the time available for developing research ideas and writing for the purpose of disseminating best practices to the field. Connection with others in the field can also be a barrier. The NACADA Virtual Idea Development Group is one writing support endeavor within the overall NACADA Writing Group initiative that seeks to develop and nurture academic writing skills.
Academic advisors frequently receive and analyze the important statistics of retention and graduation rates, but do not always have the time, space, or familiarity with a pathway for investigating their own practice to understand how they, in their advising practice, contribute to the story of how and why those numbers have come to be. Practitioner inquiry can produce deep knowledge of on-the-ground daily work as advisors that can help better serve students.
Organized anarchy is presented by the authors as the best organizational structure for meeting the needs of advisors by providing the space to practice both transformational and developmental advising in a way that most effectively meets the wide-ranging needs of students.
The author suggests the time has come to shift academic advising practices from a Millennial framework to a Generation Z (Gen Z) approach.
