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The student experience is not a carbon copy of the customer experience .
Speak up
Why the student voice matters in today ’ s digital world .
By Jotsana Roopram and Greg Whateley
COVID-19 has changed not only how higher education is delivered but the experiential nature of study . It ’ s time providers fundamentally rethink the role of the student experience to remain viable in the face of intensifying competition .
The tech-savvy generations live with and through technology . “ Instant is expected ”, according to Jamieson ( 2018 ). The culture of accessing ‘ real time ’ information has prompted speedier services and higher expectations amid an exceedingly competitive service-focused sector .
Providing a personal , flexible , and seamless educational experience to students gives institutions the edge to not only remain relevant , but to thrive in this constantly evolving and competitive industry .
HAVING A VOICE – AND BEING HEARD
The student experience in higher education undeniably includes all aspects of a student ’ s academic journey .
Positive student experiences are ones where students are able to voice their concerns and communicate their needs . More importantly , positive student experiences are ones where institutions actively listen to these voices and act ( where possible ).
While physical campuses still exist , face-to-face interactions that are not of the virtual kind are increasingly rare and will likely remain so for the foreseeable future . Regular lines of communication with students must be encouraged and maintained if positive experiences are to be achieved .
STUDENT FEEDBACK Higher education institutions ( HEIs ) must ensure their students stay engaged with the institution and facilitate this engagement through a range of mechanisms : among them surveys , forums and other review options .
Student feedback should be used to drive awareness . Actions and change should become heavily reliant on these to provide real time attention .
Post-service surveys ( from online appointments with staff , live chats , and video calls ) can be especially useful in providing instantaneous feedback for improvement as well as uncover problems that require prompt consideration .
UNIQUE CHALLENGE AND OPPORTUNITY
What sets higher education apart from other industries reliant on service is the length of the ‘ transaction ’. Students study at institutions for an average of two to three years , compared to purchasing a product in a store or enjoying a meal at a restaurant . HEIs , therefore , must not only provide a positive experience but sustain it .
According to King and McCullough ( 2021 ), HEIs should consider and understand the student experience in the post COVID-19 period in three ways :
• the ‘ Learning experience ’
• the ‘ Personalised experience ’
• and the ‘ Customer experience ’ This model acknowledges the notion that the student experience is not a carbon copy of the customer experience in the service industry . Being a student as a ‘ customer ’ of a higher education provider is far more unique and multi-faceted .
STUDENT DISSATISFACTION BOTH DAMAGING AND COSTLY
Given these multiple expectations , student dissatisfaction is therefore more damaging and costly to institutions than incensed customers in any other industry .
Satisfied students are critical to student retention while word-of-mouth referrals are every marketer ’ s dream in delivering positive impacts on the business .
Student satisfaction also directly impacts student outcomes . COVID-19 has steered institutions into an educational revolution , with an increased reliance on a model predicated on a combination of face-toface service and digital communication .
While this move to online classes and online exams was almost immediate , sufficient attention to the student experience was , sadly , not prioritised by many institutions . This is evident in the QILT data for 2020 , which clearly highlights how much Australian universities , have missed the mark in this crucial area . According to the KPMG report ( March 2021 ), students will be “ more self-actualising , better informed , more instrumental and deliberate in their choices ”.
To retain students and keep them engaged , HEIs will have to constantly evolve and innovate . Betts ( 2021 ) suggests that , “ It is a time when business continuity must address the student voice .”
STUDENTS AS CUSTOMERS Now , more than ever , there is pressure on HEIs to cease treating students as simply ‘ numbers ’ and acknowledge them as customers . The pandemic has crystallised that the way to keep a student happy is to understand their circumstances in an evolving world and cater to them .
HEIs need to optimise on the disruption that is occurring . The reward is more loyal , engaged , and satisfied students – and a far more viable business model . ■
Assistant Professor Jotsana Roopram is the deputy dean ( Student Experience ) at UBSS . Emeritus Professor Greg Whateley is deputy vice chancellor , GCA .
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