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Strategic Plan for Career Center

Mission

The GVSU Career Center empowers students and alumni to attain career goals in support of a comprehensive and integrated liberal education.

Vision

All GVSU constituents contribute to career as a University responsibility.
  • Students have short- and long-term plans related to their first destination.
  • Faculty and staff actively participate in and endorse career activities.
  • Career Center staff are subject-matter experts in current career advising, employment and industry trends.
  • Students can articulate the value of their experiences and skills related to employer needs.
  • Employers view GVSU as a recruitment destination of choice and actively engage in all phases of student talent development.
  • The Career Center has clear roles, responsibilities, and resources designed through deep analysis which are strategically allocated.

Value Statement

As members of the Career Center Office, we hold ourselves and one another accountable to the following principles:

By holding ourselves to these principles, we will make our office a rewarding place to work and visit, while enriching our communities, both Grand Valley State University and beyond.

Strategic Priorities, outcomes, and key objectives

Strategic Priority Area 1: Actively engage learners at all levels.

Outcome A: Grand Valley's learning environment is personal, challenging, and transformational, supporting excellent academic programs and co-curricular opportunities.

Objective 1.A.1

At least 75% of students enrolled in US 102, Freshman Academy and US 301 have demonstrated short- and long-term career plans as it relates to their First Destination

Baseline

0

Objective 1.A.2

Students can articulate the value of their experiences and skills related to employer needs through the implementation of at least two new advising tools.

Outcome B: Grand Valley is diverse and inclusive.

Objective 1.B.1

The Career Center has implemented intentional university partnerships which increase year-over-year career center engagement with marginalized populations by at least 1% per year.

Baseline

Mean 2012 2013 2014 2015 2016 All All 15% 16% 18% 19% 21% 18% Grad Undergraduate 17% 18% 19% 21% 23% 20% Graduate 7% 9% 7% 8% 10% 8% Sex Female 14% 15% 16% 17% 20% 16% Male 16% 19% 19% 22% 24% 20% Not Reported 33% 13% 0% 0% 0% 10% First Gen No 15% 17% 18% 20% 22% 18% Yes 14% 16% 17% 18% 20% 17% Ethnicity Black or African American 16% 17% 20% 22% 24% 20% American Indian or Alaskan Native 9% 12% 13% 11% 13% 12% Asian or Pacific Islander 20% 23% 24% 26% 29% 25% Hispanic or Latino 15% 17% 18% 16% 20% 18% White 15% 16% 17% 19% 21% 18% Not Reported 12% 16% 17% 20% 18% 16% Multiethnic 11% 15% 16% 18% 21% 17% Veteran No 15% 16% 18% 19% 21% 18% Yes 15% 18% 15% 19% 21% 18% International No 15% 16% 17% 19% 21% 18% Yes 18% 23% 28% 30% 33% 27% DSR No 15% 16% 18% 19% 21% 18% Yes . . . 23% 25% 23%

Progress

2018 Status
Minimal Progress
During the May 2018 Career Center planning retreat, staff decided to focus engagement efforts on 1) first year students and 2) those in the "murky middle" (transfer students, sophomores with mid-range GPA, populations not actively engaged in student life/residence programming, etc.). Two staff work-groups were established in July of 2018 to begin brainstorming outreach and engagement efforts with these populations.

Objective 1.B.2

Winter-to-Fall retention rates for students who engage in career center activities meet or exceed overall GVSU retention rates.

Baseline

Winter-to-fall retention for students who enrolled between 2012-2016 for those who have engaged with the Career Center is 95.3% versus the general population at 89.1%. Freshman 90.9% vs. 83.8% Sophomore 95.2% vs. 88.9% Junior 96.4% vs. 91.9% Senior 96.1% vs. 93.2% Masters 91.6% vs. 79.9% Doctoral 100% vs 97.3%

Outcome C: Grand Valley has mutually beneficial relationships, partnerships, collaborations, and connections with local, state, national, and world communities.

Objective 1.C.1

Faculty and staff (with an emphasis on staff engaged in student retention programs) exposure to employer talent needs is increased through participation in career activities.

Baseline

148 faculty participated in career center activities in Fall 2017.

Outcome E: Grand Valley strategically allocates its fiscal, human, and other institutional resources.

Objective 1.E.1

Career Center has physical space on Allendale and Pew Campuses that is student-centered, visible and accessible.

Objective 1.E.2

Career advisor time and location are allocated to meet student demand.

Baseline

Career Center Appointments (all types) from July 1 - December 31, 2017 Allendale = 60% DeVos = 37% Seidman = 3%

Strategic Priority Area 2: Further develop exceptional personnel.

Outcome D: Grand Valley supports innovative teaching, learning, integrative scholarly and creative activity, and the use of new technologies.

Objective 2.D.1

All GVSU stakeholders have access to new First Destination Survey reports and dashboards by Fall 2018.

Strategic Priority Area 3: Ensure the alignment of institutional structures and functions.

Strategic Priority Area 4: Enhance the institution's image and reputation.

Outcome A: Grand Valley's learning environment is personal, challenging, and transformational, supporting excellent academic programs and co-curricular opportunities.

Objective 4.A.1

Employer partners actively engage with students in all stages of career planning.

Baseline

2016-17 Statistics (as available): Job/internship postings = 4621/1618 (6239) Event/OCI participation = 1245

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