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Professional Proficiency

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Foreword by David H. KalsbeekEvery chief enrollment officer in higher education knows that his or her success relies largely on the capability of the enrollment management team that he or she has assembled. The ability to meet net tuition revenue goals, enrollment targets, and the desired student mix, all while delivering mission-based outcomes, is critically dependent on the talent of the workforce. Within the Division of Enrollment Management and Marketing (EMM) at DePaul University, we believe defining and developing talent is accomplished through a deliberate talent management strategy that is grounded in a competency framework. While the current employee development practices at many higher education institutions tend to be transactional and reactive (filling positions as they become vacant utilizing fairly static job descriptions), EMM has built the infrastructure, tools, and process to comprehensively develop its workforce capability over time through a competency-based model. This innovative approach allows DePaul EMM senior leaders and management to develop the division’s human capital in a more agile and strategically responsive way to the ever-changing landscape and demands of higher education. It has also ignited and cultivated an ongoing dialogue and use of a powerful capability-building framework for managers and employees. This article is an overview of this talent management and competency model. It also describes the development, implementation, and benefits of EMM’s multiyear program that has fundamentally altered the way we think about and develop our enrollment management professionals and how we manage talent both individually and organizationally to meet and exceed our strategic goals.

Author(s)

Tina J. Cajigas is the director of Workforce Strategy for Division Planning and Management at DePaul University. Since 2009, Tina has developed and implemented enrollment management and marketing division-wide programs and processes that support and advance its workforce capabilities. The cornerstone of her work has been the EMM Competency Model, which provides a common career development, performance, and talent management framework, language, and resource toolkit for the division’s 260 full-time employees across nine strategy groups. Tina has more than 15 years of human resources, organizational development, and resource and operations management experience from her time working in various consulting roles at Accenture and Aon Hewitt. She holds a B.A. in government from Smith College and an M.B.A. with concentrations in finance, sustainable management, and leadership and change management from DePaul University.

Jane A. McGrath is the associate vice president for Division Planning and Management and the Career Center at DePaul University. Jane has primary oversight for planning, staffing, budgeting, and communications for the Enrollment Management and Marketing division and also oversees the university’s Career Center. She is responsible for talent management and human resources–related affairs for the division as well as the leadership of the Career Center and its related programs and initiatives for students and alumni. Under Jane’s guidance, DePaul’s Career Center gives students opportunities to build upon their education by gaining skills and connections that are necessary to define a career path and find gainful and rewarding employment. Jane has more than 30 years of experience in higher education, 25 of which have been with DePaul. Prior to coming to DePaul, Jane was at Creighton University in Omaha, Nebraska. She earned a bachelor of science in elementary education and a master’s degree in counseling and student personnel services from Creighton University.

David H. Kalsbeek, Ph.D. is the senior vice president for Enrollment Management and Marketing at DePaul University. David leads the enrollment management and marketing development strategies for the largest Catholic university and the nation’s 13th largest private not-for-profit university, enrolling over 23,000 students in ten colleges and multiple campuses in the greater Chicago region. His responsibilities encompass undergraduate and graduate admissions, financial aid, student records, career services and employer relations, university marketing, TRIO programs, and institutional research. For more than 25 years, his approaches have been showcased as best practices in the field. He has given more than 120 professional presentations, authored more than 20 publications and chapters in seven books on university administration, and consulted with more than 40 institutions and associations. He has been an adjunct faculty member in the University of Pennsylvania’s Executive Doctoral Program in Higher Education Administration and currently is on the faculty in University of Southern California’s certificate program in enrollment management leadership. David holds a Ph.D. in public policy analysis from Saint Louis University.

References

Kalsbeek, D. 2001. Tomorrow’s SEM organization: New perspectives and priorities for a changing workforce. In The Strategic Enrollment Management Revolution, edited by J. Black. Washington, D.C.: American Association of Collegiate Registrars and Admissions Officers.

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