The Case for Student Involvement
Too often, university leadership assumes they understand student needs and market demands, only to realise (often years later) that their assumptions were flawed (Johne
and Storey, 1998). Involving students, alumni, employers and industry partners early and continuously throughout the course development process can significantly reduce these risks (Kitsios and Kamariotou, 2022). When treated as co-creators of value, students and stakeholders can offer rich insights into the skills, knowledge and experiences they seek, ensuring that new programmes are both academically rigorous and market-relevant (and less based on internal biases)(Furrer et al., 2016; Johne
and Storey, 1998).
Beyond Simply Asking What Students Want
However, student involvement comes with its own challenges. Prospective students may struggle to articulate precisely what they need, especially for emerging disciplines or innovative teaching approaches they have not yet experienced (Johne and Storey, 1998). This is where diverse research methodologies become invaluable (Matthing et al., 2004). Universities can combine focus groups, surveys, industry consultations and labour market metrics to collate informative data. However pilot modules, especially where there is real innovation in either the curriculum or teaching method, can generate even deeper and more actionable insights (Johne and Storey, 1998).
From Course Ideation to Delivery
Student-centricity must inform every stage of the course lifecycle from initial concept to full launch (Furrer et al., 2016). Front-line staff such as admissions officers, career advisers and teaching staff who regularly interact with students play a vital role in surfacing unmet needs and providing feedback on emerging trends (Storey et al., 2016).
Ultimately, universities that treat students as genuine partners throughout the development process are better positioned to deliver courses that attract enrolments, meet labour market demands and deliver long-term graduate success.
References
Furrer, O., Sudharshan,D., Tsiotsou, R.H. and Liu, B.S (2016) ‘A framework for innovative service design’, The Service Industries Journal, 36(9-10), pp. 452-471.
Johne, A. and Storey, C. (1998) ‘New service development: a review of the literature and annotated bibliography’, European Journal of Marketing, 32(3/4), pp. 184-251.
Kitsios, F. and Kamariotou, M. (2022) ‘Mapping new service development: a review and synthesis of literature’, The Service Industries Journal, 40(9-10), pp. 682-704.
Matthing, J., Sande ́n, B. and Edvardsson, B. (2004) ‘New service development: learning from and with customers’, International Journal of Service Industry Management, 15(5), pp. 479-498.
