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Trial, Error, and Success: Recruitment and Retention Initiatives in a Small German Program

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Language Program Vitality in the United States

Part of the book series: Educational Linguistics ((EDUL,volume 63))

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Abstract

Declining language enrollments at US institutions of higher education (Looney & Lusin, 2019; Wyllie, 2018) led the German faculty at Elon University to conduct two internal studies. The first study investigated learner motivation. Students were surveyed about reasons for continuing—or not continuing—their study of German. Students who did not plan to continue named the following: lack of perceived career relevance; full course loads, i.e. German was an interest but not a priority; or scheduling conflicts. In the second study, the faculty examined 5 years of enrollment data, finding that while 100-level enrollment declined (recruitment was weak), 200-level enrollment was stable and 300-level enrollment rose (retention was strong). We attribute the strong retention to initiatives emerging from the learner-motivation study. These initiatives focus on community, curriculum, and career. In this chapter, we outline these initiatives, their planning, and their implementation, and describe future initiatives to recruit students into beginning German. The goal of our chapter is to offer innovative but manageable initiatives that can be readily implemented by one or two faculty members. These initiatives require minimal resources and administrative support but can significantly enhance program vitality.

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Notes

  1. 1.

    The German Program at Elon has no catalog major; students have the option to design their own program of study via Elon’s individualized major option. We graduated three German majors via this route, with two more on the way.

  2. 2.

    We currently offer six advanced (300-level) courses, i.e. courses for students who have taken four semesters of German or the equivalent. Courses at this level either take a historical approach and familiarize students with trends and events that have shaped today’s Germany (for example: Germany Between Empire and Nazism); or they take a thematic approach and discuss fundamental concepts that have shaped Germany and Germans for centuries (for example: Heimat – Where do we belong).

  3. 3.

    Scott Windham initiated this study in 2014, together with colleagues in Chinese, French, Italian, Latin, and Spanish in the Department of World Languages and Cultures. The data and discussion in this chapter exclusively focus on the survey results from students enrolled in German courses.

  4. 4.

    Of course, program quality has an effect on student retention. It rarely draws any new students to a program though, neither does it address the issue of scheduling conflicts that our students had identified.

  5. 5.

    Two additional 300-level courses are currently developed, one about Germans in America, the second about Minority Voices in the German-speaking world. If approved, our program would then be able to offer 8 advanced level courses, and students could take advanced-level German courses for four consecutive years without having to repeat a course.

  6. 6.

    We check with our university office if any of the students have a FERPA hold on their home addresses.

  7. 7.

    If we look at enrollment data from 10 years ago, we do see a positive enrollment and a positive trend line. Still, we decided to only include the years 2017–2022 here, as that was the time period when we actively and consciously worked on recruitment and retention.

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Correspondence to Kristin Lange .

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Lange, K., Windham, S. (2023). Trial, Error, and Success: Recruitment and Retention Initiatives in a Small German Program. In: Heidrich Uebel, E., Kronenberg, F.A., Sterling, S. (eds) Language Program Vitality in the United States. Educational Linguistics, vol 63. Springer, Cham. https://doi.org/10.1007/978-3-031-43654-3_25

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  • DOI: https://doi.org/10.1007/978-3-031-43654-3_25

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