leverage members’ time to build communities and a stronger engineeringprofession, and hopefully, include some aspirational goals.While developing skills outside of the technical area has traditionally been called soft skills inengineering education [8-10], more recently, the term “professional skills” captures traits, suchas oral and written communication, teamwork, and empathy. One framework that captures bothengineering and professional skills is the entrepreneurial mindset [11-13]. By framing activitiesand actions using entrepreneurial mindset’s three pillars of Curiosity, Connections, and Creatingvalue (commonly called the 3 C’s), innovative strategies have been brought to engineeringeducation (Figure 1); hundreds of examples are available on
.1-4 Proposed changes include discussion ofnew technology such as computer science or green chemistry or soft skills like professionalismwhich were not part of the curriculum 20 years ago. However, the same level of action is notseen in the articles regarding the graduate curriculum. There are limited papers on the integrationof new ideas into the graduate curriculum, and only one paper describing the course curriculumacross the US.1, 5-7 The study by David Kauffman attempts to capture the number of schools inthe US which require/suggest the core chemical engineering classes at the graduate level in2002.7 In the nearly 20 years since this paper was published, the research on graduate studiescurriculum in engineering has been lacking. This
, leadership, and conflict resolution, constitutes essential soft skills 1crucial for their future careers (Scott-Ladd & Chan, 2008; Gantasala, 2015; Ostafichuk et al., 2020;Adham, 2023). By gaining experience via team collaboration, students can prepare themselves forfuture collaborative projects in the workplace, helping them navigate multidisciplinary working stylesand contributing to increased motivation (Pardo-Garcia & Barac, 2020). Furthermore, it promotespeer-to-peer learning (Maccabe & Fonseca, 2021), enhancing mutual understanding through sharedefforts (Volkova et al., 2021). Therefore, it is essential for educators to guide and
on the undergraduate coaches themselves(Appendix B). This survey included a series of questions, also used a five-point Likert scale, thatasked how being a coach helped the student to prepare for their future career and to developtechnical and soft skills. Both surveys are still collecting data that will be presented during thepresentation at the annual meeting.Prior to implementing the formal assessment instrument in the spring 2023 semester, theeffectiveness of the coaches was assessed informally during mid-semester evaluations and finalcourse evaluations. The questions related to the coaches were more qualitative, asking forgeneral feedback. The most common responses from the students were (i) they were able toanswer questions, (ii) easy
Review andCelebration in February. As a result of the program, the students receive valuable resume andLinkedIn feedback, tips on preparing for the Career Fair, information on the variety of careersthat are available for chemical engineers, the importance of soft skills on the job, ways to standout to employers, the differences in careers in industry and academia, and the need fordeveloping a good work/life balance.A number of other unexpected benefits resulted from the program, particularly with the youngeralumni. Younger alumni are very anxious to “give back” to the department but are not often ableto make significant financial contributions when they are only 5-10 years post-graduation.Examples of these other forms of alumni engagement
to expose high-school students to basicfluid flow concepts using a small-scale system that is easy and safe to operate. Primarily, wewant to introduce basic concepts of frictional phenomena by illustrating the flow of fluids inpipes of different diameters and orientations by measuring the pressure drop across various flowpathways. In addition to fundamental topics of chemical engineering, students can gathertechnical and soft skills such as teamwork, effective communication, and data collection usingArduino-based sensors. For example, students were organized into teams (not more than 5members), and they rotated different tasks such as assembling the setup, programming theArduino, pump operation, flow rate measurements, and data recording and
. Alaswad, and S. Salman. Humanitarian Aid and Relief Distribution (HARD) Game. Advances in Engineering Education, 8(2), 2020[9] M. Barger, J. Sutton, E. Roe, and R. Gilbert. The Toothpick Factory: A Simulation for The Soft Skills. 2008 Annual Conference and Exposition, Pittsburgh, Pennsylvania. 10.18260/1-2-3881[10] J. Kittur, T. Islam. Serious Games in Engineering: The Current State, Trends, and Future. 2021 ASEE Virtual Annual Conference. https://peer.asee.org/37709[11] M. Huyck, D. Ferguson, and R. Wasserman. Assessing Factors Contributing To Undergraduate Multidisciplinary Project Team Effectiveness. 2007 ASEE Annual Conference and Exposition, Honolulu, Hawaii. 10.18260/1-2-3016[12] M. Y. Lanzerotti, M. Varga, S. J
, employers, and schools [5]. They conclude the benefits for both thestudent and the employer are more than problem solving via experiential learning; benefits alsoinclude students’ abilities to communicate their areas of interest (and employers’ abilities tounderstand how students communicate their interests), interpersonal skills. and making valuablecontacts through networking opportunities. Finally, Finch, Hamilton, Baldwin, and Zehnerconducted a literature review and concluded that job acquisition strategies for, students (from avariety of backgrounds) should highlight both their problem-solving skills and “soft skills” as jobspecific functional skills are not as important to potential employers as originally thought [6].“To be a successful job