1. Working Together: Giving Students the Professional Edge Erin Nettifee Resnet Student Technology Conference July 2011 A Case Study at Duke University

2. Today’s presentation Introduction to Duke and Duke IT Program Structure – a 3 year story Year One – Trial by Fire – benefits & challenges to staff Year Two – Growing young managers & continuous change Year Three – Service models & push for growth Lessons Learned and Next Steps

3. Duke University ~6500 undergraduates ~7700 graduate students ~8,000 campus staff Not founded as Duke University until 1924

4. IT @ Duke Office of Information Technology (OIT) – Central IT support structure – Owns undergraduate student support – Main support located in Duke’s biggest library

5. Where the story starts August 2008 – The Link opens(link.duke.ed u)

6. Before the Link Student management part of Labs / Academic IT area Basic evening service (6 PM -11 PM) – student workers by themselves in campus libraries & labs Basic beginning of year training + monthly staff meetings

7. First Year: Structure & Changes Student Employee manager position becomes part of service desk department Students & full-time staff at walk-up service desk together, for first time Staff training expanded and more formalized Link opens

8. Program Structure Student Trainers Tech Support Students Multimedia Students Full-time Multimedia Lab Manager Full-time Service Desk Manager Full-time Trainer Student Employee Program Mgr

9. Benefits for Students Asked them to develop a more mature understanding of how organization works Easier to crosstrain and explore different interests Aligning more closely with Service Desk led to higher expectations for job performance – pays off in job market

10. Challenges for Student Staff Asked them to develop a more mature understanding of how organization works – Not easy to have two managers Steep learning curve Higher expectations in terms of professional standards – What it means to have a job.

11. Benefits for Full-Time Staff Division of operational + administrative duties = more time for each area Centralized recruiting is a big win.

12. Benefits for Full-Time Staff Staff input into training (for their areas and others) means you trust students to do more.

13. Benefits for Full-Time Staff This structure forces us to be more thoughtful in decision making.

14. Challenges for Full-Time Staff Time investment – We are always stretched thin. Cross-organizational demands – Stretched thin in our areas, AND have to understand what’s going on elsewhere

15. Second Year: Structure & Changes Changes at Service Desk Student Manager Program begins Changes in Training Program Addition of new program areas

16. Customer Surveys

17. Ticketing Systems Previous – students used survey system to record customer encounters Brought into OIT implementation of Remedy First year: painful Second year: better.

18. Student Manager Program Meet operational and recruiting needs Build off projects and ideas

19. Changes in Training Program Addition of multimedia training for all staff Student managers instructing/teaching classes

20. Addition of New Program Areas News & Information – Lost an FTE position, not able to replace it – Grow an entirely new position in organization Community Outreach program – Formerly an FTE role – Stretching IT presence out to benefit partners and resources

21. Third Year: Structure & Changes Multimedia Lab assessment & service model plan Growth of online training Growth of Student Manager program

22. MPS Lab Service Model Summer 2010 http://sites.duke.edu/oit-mps/about/ Data & assessment driven questions about how MPS lab is doing, and how our students are doing Important recognition of role of student staff for a crucial university service.

23. Growth of Online Training Duke uses Lynda.com Student workers take advantage of resource to learn – Particularly multimedia courses Just-in-time learning to supplement employee meetings and training

24. Growth of Student Manager Program Expanding student manager ranks from 4 to 7 students (roughly 1 per 4-5 front-line employees) Enforce high standards in terms of communication – Metaphor of classroom teacher – Explicit in tying job experience to interviewing for real world jobs.

25. Lessons Learned Time is everything.

26. Lessons Learned Sometimes there can be too much cross- training.

27. Where We Want to Go From Here Build a merit-based performance recognition process. Continue to focus on retention & morale. – Connecting job expectations now to professional benefits down the road. Figure out if we want to grow more, or if this is the right size.

28. Questions? Thanks for your time – and your feedback! http://www.resnetsymposium.org/rspm/evaluation/ erin.nettifee@duke.edu