The adage "Universities are disappearing in the order in which cherry blossoms bloom" may seem cliché, but the crisis facing universities is indeed ongoing. In an era where universities are 'consumed', radical innovation in academia is an urgent task that can no longer be delayed for the sustainability of educational capabilities. In this regard, we (Korea University Alumni News) met Mr. KIM Kyuseok (Mick), who is actively involved in university education administration and believes that "universities must change rapidly and boldly to survive in accordance with global standards."
Q) What led you to work as a university staff member?
I have been walking the path of a university staff member for 12 years, largely influenced by my senior who worked as a staff member at Korea University (KU) when I was a student. After taking my first steps as an educational administrator at the International Office of Sungkyunkwan University, I am currently working as an admissions team leader at the State University of New York, Korea at the Incheon Global Campus and also pursuing a doctoral program in education at my alma mater.
The various programs offered by my university during my undergraduate years, and my active participation in them, have been the primary sources of my development. Since my freshman year, I've been involved in various activities such as cheering squad and freshman preparation committee. After my military service, I prepared for my career as a staff member by working in the social service corps, International Summer Campus (ISC), and mentoring program at the Center for Teaching and Learning. In 2008, being selected for the 'KU Global Leaders Roundtable' and participating in an international student conference hosted by Harvard University was a crucial turning point leading me to the path of becoming a globally competent university administrator. I wanted to work on a global stage after discussing and communicating with students from around the world, which eventually led to my current work at a foreign university.
Q) What are the characteristics of U.S. university administration?
There are fundamental differences in the university operating system and culture. Firstly, due to the different admission system from Korea, the strategies and scope for student recruitment inevitably differ. Qualitative evaluation of 'extra-curricular activities,' which detail creative activities related to a student's major, take up a significant portion over quantitative evaluations that rank students based on grades. Therefore, admission administration tasks are typically conducted in an open and inclusive manner, without the constraints of the screening process.
Furthermore, the entirety of university operation is strictly managed based on 'diversity,' grounded in U.S. customs and regulations. It is also characteristic that legally binding on-campus diversity bodies apply consideration and fairness to minority groups such as women, racial minorities, people with disabilities, and sexual minorities in each aspect of university administration. This movement is gradually becoming a reality in domestic universities. I know that my alma mater is also leading in this practice.
Inclusion and pluralism-based educational values will be an important topic bringing flexibility and creative change to Korea's higher education and administration system. This is our ambition and social role as the first overseas campus established in Korea. Our aim is not merely to introduce the American system, but to question the existing order, break down rigidity, and inject new vitality to exert a positive influence on the academic community. In the long term, I aim to grow into a university administration expert with international competitiveness, capable of launching domestic educational content into the global market.
Q) What are your goals as a higher education administrator?
I believe that the university staff of the future need to boldly break away from past practices and patterns and develop their unique roles and visions that can actively contribute to university development. If university innovation is a demand of the times, university administration and staff must also evolve together. Recently, areas such as entrepreneurship, technology transfer, community engagement, and ESG management have been emerging in university administration. I am currently running a column in the University News Network on university internationalization while concurrently pursuing my doctorate for this very reason. I aim to maximize my expertise in this rapidly evolving field by adding academic knowledge and insight to the practical skills I have learned on the field.
Q) Why are you pursuing a doctorate at your alma mater?
I believe I've received benefits worth tens of times the tuition fees from my alma mater. The alumni network is a valuable asset for my career that cannot be monetized. Therefore, I'm making regular donations to the 'KU Pride Club' to repay even a small amount of the favor, and I've also donated to the SK Future Hall Building Fund with my wife, who is also an alumna. The reason I returned to my alma mater while still in office was to contribute to the academic community and alumni society of my alma mater as much as I've learned and gained. Since this summer, I've been using my decade-long expertise to share with my juniors in a project I was selected for at the KU Student Policy Development Project, under the University Policy Research Institute of KU. I am dedicated to suggesting ways to improve the university's policies. In November this year, I also plan to present a paper at the Association for the Study in Higher Education.
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* Disclaimer
This content is a translation of the interview article featured on the Korea Univerity Alumni News in September 2022. For the original article, please visit https://www.kuaa.or.kr/member/bulletin/plannedSerializationView.do?actionMode=R¤tPage=1&numPerPage=10&seqStr=34129&contentsIdx=47096&search_numPerPage=10&searchStr=
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