International Admissions at Macquarie

Transcription

1 1 International Admissions at Macquarie Admissions managed within Macquarie International by dedicated Admissions team 17 FTE Staff assessing 20,000 applications per annum Assessments teams organised on a regional basis Combination of in-house assessment by delegated authority and Faculty responsibility for assessments for particular programs 2 1

2 AUIDF Benchmarking Results in AUIDF Benchmarking Results in

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5 Successful Admissions Processes Clarity - Communications and Marketing Transparency - of Admissions Requirements Efficiency speed and accuracy of processing 9 MI Admissions Review Process Systems Structure Culture 10 5

6 Process Changes Process Mapping - Conduct an admissions activity based review to identify and eliminate unnecessary steps in the application process. Review all application forms, assessment checklist and other such documents to ensure that only relevant information is collected. Review existing assessment guidelines & procedural manuals to standardise processes. Develop business plans & initiatives for each area and provide more focused training & support to achieve QA standards. 11 System Changes Remove IT systems to reduce process complexity and manual handling. Implement new consolidated IT system that supports MI strategy and outcomes. Establish a better quality reporting system for each area to proactively manage performance against KPIs. Develop an effective forecasting & planning model to improve resource management and optimise productivity. 12 6

7 Admissions Structure Interim Admissions Structure 14 7

8 Admissions Structure Structural/staffing changes The introduction of the Admissions Assistant role to create career progression opportunities and develop talent within MI Position and Skills Needs Analysis delivering clear concise position descriptions that are up to aligned to the strategic priorities of the business and deliver value The introduction of the A-Team a rotational multi-tasked high volume processing work group with clear KPI s can respond to market specific peaks and pre-semester peak loads 16 8

9 AUIDF Benchmarking Results in AUIDF Benchmarking Results in

10 Measures of Success 38% reduction in process steps - resulting from a reduced number of activities. 31% efficiency improvement -resulting from reduction in activity hours. 156% improvement in new assessments per FTE per day (3.2 to 5.0) resulting from the introduction of the A Team model, IT system improvements to date and reporting and forecasting models. 53% improvement in total items processed per hour by data entry and admissions (0.8 to 1.5) resulting from the A team model, IT system improvements and reporting and forecasting models 19 Measuring Results of Process Changes 20 10

11 Measuring Results of System Changes 21 Cultural Changes Mission Clarity Team members understand performance standards and outcomes and their impact on the strategic objectives of Macquarie International to the individual level Employee Commitment - driven through meaningful performance discussions strengthening performance expectations Highly effective leadership Managements clear understanding of people, systems and performance delivering direction and support to individuals and work teams Empowered employees With clear goals and objectives, team members are aware of their efforts in delivering value and outcomes for the unit 22 11

12 Cultural Changes High degree of adaptability Team members are multi-skilled are able to perform in any area of the Admissions structure High accountability standards clear and concise expectations for performance and deliverables ensuring ownership of actions and outcomes Emphasis on recruiting and retaining outstanding employees - The delivery of the Skills Matrix Program has clearly defined the profile of roles within Admissions making selection more targeted and refined 23 SIBT Pathway Program 24 12

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