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In a world where we are no longer tethered to our desks, we need better mobile solutions to be effective and efficient when on the go. Join us to learn how MIT Sloan School of Management rolled out a mobile application review solution so that admissions could review applications online and offline. MIT will not only demo the mobile app, but also share how integration with Salesforce helped them streamline the MIT EMBA admissions process, make better decisions faster, and successfully manage over 200 students throughout the 20-month program. Who Should Attend: - Recruiting - Admissions - Enrollment Management - Academic Affairs - IT Speakers: Jonathan Lehrich, Program Director and Lecturer, MIT Executive MBA at MIT Sloan School of Management Angel Navedo, Director, TargetX
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Marc Benioff Chairman & CEO
/Salesforce.comFoundation
@SFDCFoundation
Corporate Pres – PowerPoint Template – 16x9 FY14.pptx
Mobilizing Recruiting & Admissions
June 17, 2014
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Featured Presenters
Jonathan Lehrich Director, EMBA
MIT Sloan School of Management
Angel Navedo Director, Matchbox
TargetX
Sandra Sanvido Sr. Director, HE Marketing
Salesforce.com Foundation
MIT EMBA Program Mobilizing Recruiting and Admissions Salesforce Foundation Webinar June 17, 2014
Agenda Part 1 ● Share MIT Executive MBA admissions process
o Challenges and key factors o Process flow
● Describe how mobile solutions advanced its admissions and student management
Part 2
● Demonstrate the MIT Executive MBA process o TargetX Decision Cloud functionality o Life cycle of a candidate
Ø CRM on Salesforce 1 Ø TargetX Decision Cloud
o Impact and Metrics Part 3
● Q&A
MIT Executive MBA (EMBA) Program ● Mid-career MBA program at MIT
Sloan ● Founded 2010 ● Global candidate pool of working
executives o Average 17 years of work experience o Considering an MBA for many years o Caliber of fellow students vital to
decision to apply ● Program team selects students, not
central Admissions office o Nearly 400 applications for 120 spaces
per year o Staff constantly in motion and making
collective decisions
Challenges ● Mid-career MBA program at MIT
Sloan ● Founded 2010 ● Global candidate pool of working
executives o Average 17 years of work experience o Considering an MBA for many years o Caliber of fellow students vital to
decision to apply ● Program team selects students, not
central Admissions office o Nearly 400 applications for 120 spaces
per year o Staff constantly in motion and making
collective decisions
● No legacy systems ● High expectations for
customer service ● Total class and
community quality critical
● Decision-making and management cannot be constrained by location
Goal and Key Factors
GOAL: Admit and manage a world-class executive class KEY FACTORS 1. High-touch
2. Rolling admissions with integrated data
3. Mobile
Key Factors: Implications 1. High-touch
o Multiple touch points
o Central role of admissions counselors
2. Rolling admissions with integrated data o Constant but inconsistent growth
o Each touch point produces data
o Some decisions need all data; others should be made in a vacuum
3. Mobile o Staff have multiple roles
o Calibration meetings aren’t sufficient
o Tired of killing trees
Process: Admissions
Phone Interview Webform Events Application
On-Campus Interviews (2)
Decision to Attend
Candidate
Process: Admissions
Phone Interview Webform Events Application
On-Campus Interviews (2)
Decision to Attend
Candidate
Read Application
1st Decision: Interview/
Reject
On-Campus Interview 1 2nd Decision:
Accept/Reject/Waitlist On-Campus
Interview 2
Triage Qualify
Program Team
Process: Total Student Life Cycle
Enrolled Alum
Process: Solutions
Enrolled Alum
Enrolled Alum
Process: Solutions
Solutions: Addressing Key Factors 1. High-touch
o If someone fills out a form in 2011, we should know who she is when she calls in 2014
o Vital to have robust, rapidly reported data
2. Rolling admissions with integrated data o Multiple touch points produce multiple information flows
o Five roles: counselor, reader, post-read decision, interviewers, final decision
o Post-read decision {3} based on counselor {1} + reader {2}, yet reader does not see counselor data
Read Application
1st Decision: Interview/
Reject
On-Campus Interview 1 2nd Decision:
Accept/Reject/Waitlist On-Campus
Interview 2
Triage Qualify
1 2 3 4 5
Solutions: Addressing Key Factors 1. High-touch
o If someone fills out a form in 2011, we should know who she is when she calls in 2014
o Vital to have robust, rapidly reported data
2. Rolling admissions with integrated data o Multiple touch points produce multiple information flows
o Five roles: counselor, reader, post-read decision, interviewers, final decision
o Post-read decision {3} based on counselor {1} + reader {2}, yet reader does not see counselor data
3. Mobile o Decisions that are efficient and effective
o Readers and interviewers work in office, on the train, on the couch
o Final decision made by 13 people in a single room
Ø All see the same data at the same time, yet at their own volition
Agenda Part 1 ● Share MIT Executive MBA admissions process
o Challenges and key factors o Process flow
● Describe how mobile solutions advanced its admissions and student management
Part 2
● Demonstrate the MIT Executive MBA process o TargetX Decision Cloud functionality o Life cycle of a candidate
Ø CRM on Salesforce 1 Ø TargetX Decision Cloud
o Impact and Metrics Part 3
● Q&A
TargetX Decision Cloud: Functionality
Life Cycle of a Candidate
Let’s Remember the Five Roles
Read Application
1st Decision: Interview/
Reject
On-Campus Interview 1 2nd Decision:
Accept/Reject/Waitlist On-Campus
Interview 2
Triage Qualify
1 2 3 4 5
Role 1: Salesforce 1 CRM
1 1
Role 1: Salesforce 1 CRM
1 1
Role 2: Salesforce 1 CRM + TargetX
1 2
Role 2: Salesforce 1 CRM + TargetX
1 2
Role 3: Salesforce 1 CRM + TargetX
1 3
Role 4: Salesforce 1 CRM + TargetX
1 4
Role 5: TargetX
1 5
Student + Alum: Salesforce 1 CRM
Impact and Metrics
● Printing time: 0 ● Storage reliability: 100% ● Interview decision time: cut by 50% ● Increase in admissions operations time: 5% in 4 years
o Increase in number of applications: 25%
● Increase in number of stored touch points: ~40% ● Data availability: to all staff, in one place ● Customer service: exceptional
Q&A
