How might we attract a broader range of top students to the institute?
The gist
Ground breaking medical research depends on attracting and developing exceptional people. The Walter and Eliza Hall Institute had a great program for honours and PhD students, but its recruitment program was limited and formulaic. They needed to keep improving in order to stay competitive. Upon joining the team to provide visual design, I worked with the communications team and the steering committee to shift their thinking to a more user centred, broader strategic mindset.
Key skills used:
* Research planning and implementation (problem definition, survey question construction)
* Research planning and implementation (problem definition, survey question construction)
* Quantitative research (survey)
* Qualitative research (observation)
* Research analysis and synthesis (insight development)
* Research reporting and presentation (journey mapping, team reports)
* Research analysis and synthesis (insight development)
* Research reporting and presentation (journey mapping, team reports)
* Design prototyping (low and high fidelity)
* Stakeholder management (team liason)
Process
I questioned the internal team on their knowledge of the prospective student journey and sketched out a potential user path from that information. I used this to identify where we needed more information about actual user’s activities and proposed a research plan to gather it.
User path sketch, identifying areas needing more research and touchpoints for gathering that research
The institute had a recruitment campaign already that focussed heavily on two on-site open days for students to visit and meet potential supervisors. Sharing the prospective student journey map helped broaden the team’s perspective beyond the open days to the wider recruitment campaign. This was particularly beneficial for improving transitions between channels and developing strategies to attract top students from non local universities.
I worked with the team to implement a range of investigative techniques including surveys of students and supervisors at different points in the prospective student journey, group workshops of accepted students and observation of both user groups at open days. We synthesised our findings in group discussion and kept notes of our findings to direct each round of iteration.
What we learnt
- Students value what research projects are on offer, institute facilities, institute culture and future research opportunities. They view the institute as highly competitive in these areas.
- Of the few students from non-local universities who were attracted to the institute, most became aware of opportunities there through contact with a colleague or supervisor.
- Students at open days will choose to speak to institute personnel in preference to other available activities. They may wait for institute personnel to initiate engagement, but are active participants in any conversation that ensues
What ideas we developed
- Finessed communications to highlight the institute’s reputation and supportive culture
- Gave researchers with co-tenure at universities sharable materials and scripts to introduce students in their cohort to the institute’s programs. We also provided materials to current students and encouraged them to share their stories on social media.
- Adjusted the program and changed the arrangement of the room used for open days, to better foster conversations and greater student access to supervisors.
The solution
Recruitment messaging now focusses on broader study opportunities, not just open day event messaging. Recruitment channels are broader and more aligned to students’ engagement preferences.
Student recruitment reach and impact has grown over the time I have worked with the team. Our improved and comprehensive understanding of students needs and motivations has helped us identify the most effective changes to our program.
