existing literature [20], students could improve on the understanding of thecontextual complexity and limitations of their senior designs. These findings can be utilized todevelop curricular improvements by adding exercises to outline limitations and societal impact tothe senior design classes.As a result of this feedback from industry evaluators, we plan to make improvements to thesenior design curriculum. For example, industry professionals cited that students were not able toclearly explain the limitations of their work. To teach students that it is important to understandand be able to acknowledge the limitations of their work, we plan to ask the students to surveyexternal industry professionals before BE-Day about their project to help them
- of top academic and vested in their sistent connection to research laboratories success the university in line with national UARC modelCareer Student goals are re- Guidance to stu- Provide proven, skilledEmpowerment fined and dreams are dents in bridging candidates to intern 4 connected to action- undergraduate expe- and full-time hiring able plans riences to careers pipelinesin a STEM career, (2) commitment to succeeding in the program, and (3) need. Need is broad
. Through narrative inquiry and a novel,boundary-spanning framework, we explore the career stories of women who have leftengineering after having worked in industry. We make sense of the participants’ career decisionsby considering their career journeys through the lens of the unfolding model of turnover, a theoryfrequently used by organizational psychologists yet not fully applied to the study of women’sengineering career decisions. In this paper, we describe the engineering career journey of Louise,one of three participants from our larger study [1]. We invite you to come alongside us as weexplore Louise’s engineering career story through the shocks (jarring events), scripts (plans ofaction), and image violations (violations of goals and values
events are hosted by large companies, theyalso serve as promotional opportunities for potential hires at the students’ universities10. As talentacquisition in technical organizations becomes more competitive, it is imperative that we considermodern and non-conventional recruitment tools to raise brand awareness, new-hire interest, andexposure to new schools.Future WorkGiven the positive outcomes of the hackathon on both students and staff, we plan to continuedeveloping this model. During Net-Hack 2023, our plan is to integrate observational sensing andresearch into student groups using biometric data (e.g., posture, conversation length,participation) to evaluate student engagement and confidence levels in students (followinginstitutional review
historically encountereda substantial need to investigate the enduring impacts of past SEEK participants, although theircapacity to conduct such in-depth analyses has been limited. Their prior and ongoing inquiriespredominantly revolved around camp evaluations, the perspectives, and experiences ofparticipants (including mentors, students, and volunteers), the requirements of sponsors, and theformulation of strategic plans for subsequent camps. National Society of Black Engineers (NSBE) created the Summer Engineering Experiencefor Kids (SEEK) program in 2007 with one site in Washington, D.C., to inspire Black studentsthrough the many diverse opportunities and wonders of STEM fields. SEEK is a free,complimentary three-week summer program that
theuniversity applies to evaluate the partnership. Instead, PU3 described a “gut gauge” in which theuniversity considers the project, and the industry and tries to mitigate any possible conflicts. PU3asks the industry about their previous partnerships with the university, if those exist, and alsowhat that industry’s plan is for the project over the next several years. If there is a publicperception risk that may impact the university’s reputation, the partnership is evaluated at ahigher administrative level on campus to check for and mitigate any concerns. PU3 also stressedthat the partnership has to align with the university’s research agenda and mission. Overall, theassessment is subjective, with no standard set of guidelines created or used.PRU1 is
or “street race and gender,” the race and gender that society assigns to an individual inmundane, everyday societal interactions in describing participants as Black and non-Black andman and woman [9]. Three participants were Black; five were non-Black. Two participants weremen; six were women.Data Collection and AnalysisToward the end of the second year of the project (the first year was a planning year), weconducted open-ended, semi-structured interviews with project team members who each servedon at least one of the six teams. We attempted to capture a variety of team member experiencesand perspectives, including those from practitioners outside of academia. The full interviewprotocol contained 19 questions. The four interview questions we
meet specified needs with consideration of public health, safety, and welfare, as well as global, cultural, social, environmental, and economic factors. 3. an ability to communicate effectively with a range of audiences. 4. an ability to recognize ethical and professional responsibilities in engineering situations and make informed judgments, which must consider the impact of engineering solutions in global, economic, environmental, and societal contexts. 5. an ability to function effectively on a team whose members together provide leadership, create a collaborative and inclusive environment, establish goals, plan tasks, and meet objectives. 6. an ability to develop and conduct appropriate experimentation
ranked values of the program, asreported by students, are learning from industry mentors, making friends in the program, as wellas learning from academic mentors (Fig. 5). During the intense three-week training, the firstbarrier students faced was to collaborate with a team of students with diverse backgrounds,interests, and grade years, both online and in-person. This requires students to quickly learn andmaster team capabilities, to take initiatives and be bold, be able to motivate and inspire others, aswell as to plan ahead and allocate resources and time smartly. The unique mentoring system withacademic, industry, and onsite mentors addressed the challenge commonly faced by PBLmentors, where the three mentors serve as the three pillars to
Partners’career services websites.Although advice on the cover letter was not originally planned to be discussed, the employersstill delivered insight on how to effectively use the cover letter. While not all positions require acover letter in the application, employers strongly urged students to use a cover letter to separatethemselves from their peers. Employers stated that the resume is very factual and can be used toexpress oneself at times, but the cover letter should be used to give a more colorful backgroundof the student. Employers claimed that students should use the cover letter to showcase how theyare moving forward, and it should clearly outline their career goals.Throughout the discussion of the elevator pitch, it was clear that employers
, preparation program, roboticsBackgroundTo foster industrial projects, collaboration among academia, industry partners, and students isessential. However, such collaborations present challenges, including disparate outcomeexpectations, limited support, and a common deficiency in contemporary technicalknowledge and hands-on competency among students. In response to these challenges, theengineering faculty at the University of Hong Kong established the Tam Wing FanInnovation Wing (also known as the HKU Inno Wing) [1]. The aim is to engageundergraduates in interdisciplinary experiential learning and tackle real-life technologicalchallenges. Inno Wing first establishes a mutually beneficial collaboration plan, includingclear objectives and commitments
technological efficacy among underserved and underrepresented student populationsin higher education." Interdisciplinary Journal of e-Skills and Lifelong Learning 16 (2020): 93-121.[8] A. G. Marshall, et al. "The importance of mentors and how to handle more than one mentor."Pathogens and Disease 80.1 (2022): ftac011.[9] L. Andersen, and T. J. Ward. "Expectancy‐value models for the STEM persistence plans ofninth‐grade, high‐ability students: A comparison between Black, Hispanic, and White students."Science Education 98.2 (2014): 216-242.[10] J. E. L. Shin, S. R. Levy, and B. London. "Effects of role model exposure on STEM andnon‐STEM student engagement." Journal of Applied Social Psychology 46.7 (2016): 410-427.[11] Z. S. Wilson, et al. "Hierarchical
. Fig. 3: Process Flow Map of the PMP OpEx Project ModelFigure 3 has demonstrated the process flow map of the PMP project model. The faculty directorwill explore and engage with numerous industry executive sponsors (domestic, international)throughout the year. Each PMP project is initially assigned and scoped at the beginning of thesemester (August/January). Once the semester begins, the faculty director will take the PMPteam to visit the client’s facility and evaluate their process issues and their burning platform. Thekey deliverable of the 5th week is to complete the business analysis, understand the businesscase, identify the value proposition, and determine the project plan, “Gantt Chart
is taught in context and with cultural relevance. Toaccomplish this well, the people involved in instruction planning and teaching must take the timeand care to listen to the students and attempt to understand their experiences, their communitypriorities, and particularly, their deeper world views.The writers reveal through these various cases the importance of acknowledging the IndigenousWorldview. A comprehensive study of the Indigenous worldview is important as many factorswithin the Western worldview of STEM are quite different from the Indigenous worldview.STEM content is to be presented thoughtfully and in a manner that respectfully leverages keyNative ways of understanding Science and Engineering. Instructors may leverage