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Capstone design courses, an established component of undergraduate engineering curricula, offer students the opportunity to synthesize their prior engineering coursework and apply professional and technical skills towards projects with practical application. During this unique experience, capstone faculty enable mentored exploration, coaching students to navigate the design process to complete complex and open-ended projects. However, each capstone scope of work requires project specific knowledge and skills that capstone students need to independently research and comprehend. Findings from our study of recent graduates during their first year on the job suggest that self-directed learning isn’t just occurring in the capstone experience, but it is also an essential skill in professional workplaces. In this paper we share data regarding participants’ experiences relying on self-directed learning while working on their capstone projects and later in post-graduation environments. We consider the ways that capstone design educators can design course content and mentor students to help promote this critical skill and conclude by offering recommendations. 

Identity is central to learning in engineering, and development of an engineering identity is a core aspect of the education and training process for engineers. Identification with engineering has been shown to assist in the recruitment of diverse students into the field and improve student retention among all groups. For these reasons, engineering educators should consider the formation of professional identity as they make decisions about how to best prepare graduates to enter their chosen fields. In order to utilize professional identity, these educators must understand how their students conceptualize engineering identity. This work seeks to promote that understanding by investigating conceptualizations undergraduate engineers hold of engineering identity, their self-view as engineers, and the sources of these views. Using data collected from pilot focus groups of ten undergraduate students at two different U.S. engineering schools, we applied a grounded theory approach to explore these topics. This exploration found many elements consistent with prior work in engineering identity (e.g. a focus on technical knowledge defining engineering) while adding new elements, such as students’ surprise at the breadth of engineering and desire to use their engineering education as a vehicle to positively impact the world. 

In preparing engineering students for the workplace, capstone classes provide unique opportunities for students to develop their professional identities and learn critical skills such as engineering design, teamwork, and self-directed learning (Lutz & Paretti). But while existing research explores what and how students learn within these courses, we know much less about how capstone courses affect students’ transitions into the workplace. To address this gap, we are following 62 new graduates across 4 institutions during the participants’ first 12 weeks of work. Participants were drawn from 3 mechanical engineering programs and one general engineering program. Women were intentionally oversampled in the study, with 29 participants identifying as female. Weekly surveys were used to collect quantitative data on what types of workplace activities participants engaged in (e.g., team meetings, project budgeting, CAD modeling, engineering calculations) and qualitative data on what challenges they experience in their early work experience. In this paper, we present a descriptive analysis of the data to identify patterns across participants. Preliminary analysis of the quantitative data suggests that the most common activities for our participants were team meetings and project planning (mentioned by >70% of participants) compared to formal presentations and project budgeting (mentioned by <30% of participants). Preliminary analysis of the qualitative data suggests that participants’ most challenging experiences clustered into two dominant groups: 1) self-directed learning, and 2) teamwork and communication. The results are intended to inform both capstone faculty and industry to identify areas of strength within current practices and areas for improvement in course design and structure and/or in industry onboarding practices.