Applying Principles of Organizational Development in Higher Education
If you work in higher education, you know the industry is constantly evolving. Shifting student demographics, emerging technologies, and market pressures require institutions to be proactive in building a stronger, more adaptable foundation for long-term success.
That’s where organizational development (also known as org dev or OD) comes in.
OD uses a strategic approach that goes beyond surface-level fixes to create lasting, meaningful change. In higher ed, that means optimizing infrastructure, investing in the right people and resources, and fostering the leadership skills necessary to drive sustainable growth. This article breaks down the four essential pillars of organizational development and how they can help your institution navigate change with confidence.
Organizational Development Definition
Organizational development is a strategic, science-backed approach to improving an organization’s effectiveness, adaptability, and culture.
At its core, org dev is about aligning people, processes, and strategy to create a stronger, more resilient institution.
How Is Org Dev Applied in the Higher Ed Industry?
At higher education institutions, organizational development is used to drive strategic change, improve institutional effectiveness, and enhance the student and faculty experience.
Universities can apply OD to initiatives such as:
Conducting leadership training and faculty development
Restructuring academic programs to align with industry demands
Fostering an inclusive campus culture
Improving communication across departments
Streamlining administrative processes
By leveraging data, collaboration, and iterative improvement strategies, org dev helps institutions stay competitive in a volatile educational landscape.
But how can your institution actually execute on these initiatives? Let’s dig into the nuts and bolts of true organizational development.
The Four Pillars of Organizational Development
Organizational development can be distilled into four essential pillars that need to be addressed to create lasting, effective change. From the right technological infrastructure to the competencies that drive leadership, each element plays a critical role in shaping a university’s success.
1. Infrastructure
A strong OD strategy starts with the right tools. A school’s information technology (IT) infrastructure encompasses all the systems and programs that support the institution’s goals by facilitating seamless communication, data management, and student engagement across all departments.
Learning management systems (LMS), customer relationship management (CRM) platforms, and student information systems (SIS) are all essential for effective operations.
Additionally, collaboration tools — like Asana, Trello, Monday.com, Slack, and Microsoft Teams — are critical for project management and internal communications. With a solid tech foundation, faculty, staff, and administrators can more easily work toward common objectives.
2. Resources
People and capital investments drive organizational development forward. Universities need dedicated staff to support their online and on-campus programs, including instructional designers, student success coaches, and faculty development specialists.
Beyond personnel, financial resources play a crucial role in funding curriculum development, marketing initiatives, and partnerships with third-party service providers. The right investments empower institutions by giving them the capacity to scale programs, enhance student support, and maintain a competitive edge.
3. Skills
Skills are the specific, teachable abilities that allow team members to execute org dev initiatives effectively. In higher education, these range from technical expertise — such as search engine optimization (SEO), paid media management, and statistical analysis skills — to operations skills in areas such as course mapping, instructional design, and system administration for LMS, CRM, and SIS platforms.
Providing training and professional development to staff members in these skill areas can help them better implement and manage institutional improvement efforts.
4. Competencies
While skills focus on execution, competencies are the broader abilities needed to apply knowledge and lead meaningful change. Important org dev competencies for university leaders and staff members include being able to align online growth initiatives with institutional goals, make data-driven decisions, and foster a culture of adaptability.
Higher ed leaders also should be able to communicate a clear vision and gain buy-in from stakeholders to navigate transitions with confidence. Without these competencies, even the most well-equipped institutions can struggle to implement lasting transformation.
Benefits of Org Dev for Institutions
Effective organizational development creates lasting improvements in how institutions operate, innovate, and serve students. By investing in OD, colleges and universities can:
Enhance their efficiency through streamlined processes, better technology, and clear workflows to reduce bottlenecks and improve day-to-day operations
Improve their student outcomes through strong support systems, streamlined curriculum design, and data-driven decision-making processes
Increase their adaptability to become better equipped to navigate market shifts, policy changes, and emerging educational trends
Strengthen their collaboration through communication tools and cross-functional teamwork to break down silos and align departments toward common goals
Drive their sustainable growth through strategic investments in people, technology, and training to ensure the institution can scale programs without sacrificing quality
Ready to Level Up Your Institution’s Org Dev Strategy?
At Archer Education, we take a strategic, structured approach to organizational development, starting with a full assessment of your institution across all four pillars using our Good, Better, Best framework.
From there, we partner with you to implement targeted changes, optimize your processes, and drive your long-term growth.
Our ultimate goal? To make ourselves obsolete. By the time we’re done, your institution will be operating at its best across all dimensions, equipped to sustain growth and innovation without relying on external vendors.
Let’s build a stronger, more resilient future — together. Contact us today to get started.
Fostering Interdepartmental Collaboration to Drive a More Effective and Engaging Student Journey
Achieving success in your higher education marketing strategy requires seamless collaboration between your admissions and marketing teams to create a connected, consistent student journey experience. When these teams align, they move beyond their isolated efforts and build a unified strategy that not only captures students’ attention but also drives meaningful engagement and enrollments.
Admissions teams gain critical, real-time insights from their conversations with prospective students, and marketing teams transform those insights into strategies and assets that resonate with the right audiences. By sharing their insights, both teams can better inform campaigns, conversations, and touchpoints, ensuring every interaction feels intentional, relevant, and student-centered.
However, this alignment doesn’t happen by chance. It requires deliberate collaboration, thoughtful planning, and the strategic use of data at every stage. From discovery interviews and customer relationship management (CRM) data analysis to shared campaign development, each step in the process plays a vital role in delivering a cohesive, engaging experience that guides prospective students from curiosity to commitment.
The Importance and Benefits of Collaboration Between Admissions and Marketing Teams
In an increasingly competitive higher ed landscape, having admissions and marketing teams that collaborate and communicate with each other regularly can make a meaningful difference in the experience that an institution delivers to prospective students, while optimizing its marketing efforts for maximum impact.
When admissions and marketing operate in silos, the cohesion breaks down. Collaboration prevents these gaps, ensuring every message, from the first ad to the final admissions call, feels aligned and purposeful.
Creating a Unified Message
Students don’t distinguish between “admissions” and “marketing” — they only see the institution. That’s why a unified message is so crucial to every higher education marketing strategy. A consistent and unified message — whether it’s delivered through ads, emails, website visits, or conversations with admissions personnel — builds trust, strengthens the brand, and guides prospective students smoothly through their decision-making journey.
Building a Powerful Feedback Loop
When admissions and marketing teams stay in consistent communication, they create a powerful feedback loop that strengthens the institution’s messaging and better serves its prospective students.
Admissions teams are on the front lines, having daily conversations with students and hearing their motivations, hesitations, and questions firsthand. These interactions provide invaluable qualitative insights that can flow back into marketing assets and strategies.
For example, if students frequently ask about program outcomes — such as what they can do with a certain degree — marketing can develop targeted blog content, alumni video spotlights, or landing page updates showcasing career opportunities, industry connections, and success stories related to the degree. Additionally, if there are common points of confusion that come up in students’ conversations with admissions staff, marketing materials can be created that clearly and directly address these issues.
By tapping into this feedback loop, both teams can make meaningful, real-time adjustments that align the institution’s messaging with students’ priorities, enhance engagement, and drive better outcomes.
Empowering Teams With Critical Insights and Knowledge
Both admissions and marketing teams bring something unique and valuable to the table when it comes to understanding the institution’s brand, its offerings, and its students. While there are areas of overlap, each team also has its own distinct focal points that allow it to provide useful details the other team can benefit from, creating a richer and more comprehensive appreciation of how each team can best serve the institution’s students.
Practical Ways to Collaborate
Now that we’ve established the importance of collaboration, let’s take a look at some practical ways to bring this strategy to life.
Coordinate and Share Learnings During a Discovery Process
The first step is discovery, the phase where both admissions and marketing teams collaborate to analyze and uncover insights that will make their work more accurate, impactful, and aligned. The discovery process includes in-depth conversations with key university stakeholders; audits of existing school resources, marketing collateral, and program materials; and market research and competitive analysis to understand the institution’s positioning and audience needs.
Each team adds unique value to the process. Admissions teams gather information about program-specific details, students’ motivations, and nuances that resonate during enrollment conversations, while marketing teams analyze the institution’s competitive positioning, audience behaviors, and key differentiators. By sharing and coordinating these efforts upfront, teams can reduce redundancies, ensure alignment, and create a more cohesive strategy that delivers consistent, tailored messaging.
Here are some tactics that can help in coordinating and consolidating discovery efforts:
Shared discovery templates
Create standardized templates for interviews, audits, and insight summaries to ensure consistency in how findings are gathered and shared across teams.
Discovery check-ins
Ensure there are opportunities to check in and share progressive findings or learnings with the other team. This not only helps ensure that what is being communicated or uncovered by each team is consistent and in alignment. It also provides each team with valuable information that will help guide deeper conversations or elicit important questions that can be addressed sooner.
Centralized insight repository
Use a shared platform (e.g., Asana, Google Docs, or Notion) to compile key findings, data points, and interview notes in one place.
Joint stakeholder interviews and meetings
Conduct some discovery interviews with stakeholders (e.g., marketing, program directors, faculty, students) jointly. This ensures both teams hear the same information and gain aligned insights.
For separate interviews, share questions between teams beforehand to ensure all interviews are exploring complementary areas.
Schedule Ongoing Check-Ins With Teams
Consistent communication is critical for collaboration. Regular monthly or quarterly meetings that include both admissions and marketing staff create space for sharing insights, identifying trends, and closing messaging gaps.
Admissions teams can spotlight common motivations, pain points, and areas of confusion among students, so marketing teams can update campaigns to address these themes in real time. These sessions ensure all higher education marketing strategies stay aligned and adaptive, making the student experience feel more cohesive.
Leverage CRM Data
Every interaction with a student leaves a breadcrumb trail of data. By tapping into call notes and CRM system data, admissions and marketing teams can track students’ questions, motivations, and hesitations.
Analyzing this data can reveal trends that marketing can address through website updates, FAQs, and ad campaigns. Sharing actionable summaries allows admissions teams to prepare for upcoming conversations and marketing teams to preemptively answer students’ concerns, creating a more seamless experience for prospects.
Share and Understand Key Resources
Developing key marketing resources, such as a Strategic Marketing Guide (SMG), and sharing them across teams can help keep admissions and marketing teams’ collaboration efforts on track.
An SMG isn’t just a document — it’s the framework that ensures every team is aligned in understanding the key components of the institution’s brand, story, and students. Personas, unique value propositions (UVPs), brand stories and positioning, and messaging frameworks outlined in an SMG help admissions and marketing teams speak the same language and tell a shared story.
Connect Your Admissions and Marketing Teams Through Collaboration With Archer
At Archer Education, we don’t just build marketing strategies — we build lasting capabilities. Our approach goes beyond campaign launches and lead generation to focus on sustainable online infrastructure that empowers universities to thrive long after our work is done. From aligning admissions and marketing teams to developing data-driven messaging frameworks, we act as a true partner in developing custom higher education marketing strategies that work.
Our collaboration is designed to transfer knowledge, not just deliver results. We equip your teams with the tools, training, and insights they need to operate with confidence, ensuring your institution isn’t reliant on outside support to maintain momentum. The result is a marketing engine that runs smoothly long after Archer’s involvement has ended, empowering your teams to lead with agility in an ever-changing higher education landscape.
Let’s set the stage. You’re a sharp, focused higher education leader staring down the realities of expanding your online and hybrid learning programs. You’ve got big goals: running your online operations in-house, owning the process, and driving growth on your terms.
This is where Online Growth Enablement comes in. This isn’t a fancy buzzword. It’s the real work behind sustainable change. It’s the boots-on-the-ground understanding of exactly where you are today so you can figure out how to move forward tomorrow.
At Archer, we do this every day — rolling up our sleeves and digging deep to map out the real picture of an institution’s online learning infrastructure. Because, let’s be honest. The only way to grow is to start with the truth about your current state and your place within the landscape of the communities you serve with your programs.
Why Your Current State Matters
Success doesn’t happen in a vacuum — especially not in online learning. Enabling the growth of your online learning infrastructure takes coordination, collaboration, and a whole lot of buy-in from every corner of your university. Marketing, tech, enrollment, financial aid, the registrar, faculty, leadership — if they’re not on the same page as you, you can’t successfully move forward. Period.
Driving real growth starts with taking an unflinching look at where you stand today. Questions you should be asking about your online operations include:
Where are you strong?
Where are you struggling?
Where are the untapped opportunities you can scale?
This isn’t about a vague, feel-good assessment from 50,000 feet up. It’s about getting into the weeds. Because, until you understand the inner workings of your current infrastructure, you’re not going to build anything sustainable. You’ll just be putting a fresh coat of paint on a crumbling foundation. And that’s not going to cut it in the long run.
The Power of Deep Insights
Let’s take a look at a real-world example of why a close examination of your current online learning infrastructure matters. One of our partner universities was taking 14 days to review and process the transcripts of students applying to their online programs. This might work fine for a traditional on-campus program with two or three big start dates a year, but for an online program, the game changes. To stay competitive, you need five or six start dates annually. And that 14-day turnaround? For our partner, it meant missing out on dozens of potential enrollments.
Fixing this issue wasn’t about throwing money at the problem. It was about setting a clear benchmark and making it happen. We worked with the institution to rethink its processes, reassign its teams’ responsibilities, and streamline every single step of its transcript review.
The effectiveness of every touchpoint you have with a potential student and every handoff between your admissions, financial aid, and academic advising teams affects your ability to deliver an overall positive student experience. Deep operational insights aren’t just nice to have; they’re the key to uncovering bottlenecks so you can clear the way for real, measurable growth.
How We Help: The Growth Enablement Assessment
At Archer, we don’t do guesswork. We help our partners make sense of the current state of their online learning infrastructure through our Growth Enablement Assessment — a no-stone-left-unturned look at every department and operational variable. From enrollment workflows to marketing execution, we get into the details that others overlook to help you figure out where you are and make a plan for where you want to be.
Our approach is anchored in our Good, Better, Best methodology:
Good: Your processes are functional. They get the job done, but let’s be honest — they need improvement to keep pace in a competitive online marketplace.
Better: There’s progress. Your processes are showing alignment, but they’re not quite optimized yet.
Best: This is where you want to be. Your processes are efficient, scalable, and fully aligned with your strategic goals.
This isn’t just an audit. It’s a road map. By pinpointing exactly where you stand and where you need to go, we equip you with the insights and strategies to move your online learning operations from functional to thriving.
Why It’s All Worth It
Yes, this takes time. Yes, it’s hard work. But the payoff is undeniable.
Fully understanding the current state of your online learning infrastructure isn’t just a box to check — it’s the foundation for every initiative that follows. It gives you the clarity to enhance not only your online learning programs but also the overall health and effectiveness of your institution.
When you commit to this process, you’re building something bigger than just operational efficiency. You’re creating alignment across departments, fostering innovation, and embedding collaboration and continuous improvement into your institution’s culture. When every team is in sync, bottlenecks disappear, every touchpoint matters, and your processes deliver on the promise of a strong student experience.
It’s not just worth it. It’s transformative. If you’re ready to take the first step toward long-term success and scalability, contact Archer Education. Let’s build the online learning infrastructure your institution deserves, together.
John Goodwin is Archer Education’s EVP of Online Growth Enablement. Archer revolutionizes the student experience by supporting partners through change, helping institutions achieve sustainable growth while fostering self-sufficiency.
Applying a Strategic Framework to Your Organizational Plan
“It’s Groundhog Day … again,” said Phil Connors, a disgruntled weatherman.
In the movie “Groundhog Day,” Phil Connors knew what it was like to experience life as an endless series of tedious events that recur in the same way day after day. And many of us working in online education management — especially in a highly competitive environment — can begin to feel like Phil did.
Receive enrollment targets. Develop and launch annual marketing campaigns. Pursue prospective students. Track students’ applications to completion. Onboard students. Repeat.
But when do you have time to reflect and analyze? When do you pause long enough to identify areas in need of improvement? How do you plan for innovation, growth, or testing when all of your time is spent on the status quo?
In my recent article on building online student services, we discussed the importance of assessing your organizational design and effectiveness to identify improvement opportunities and facilitate high-quality growth. My latest article on the organizational development journey took the discussion a step further to describe the steps involved in developing a multiyear approach to stakeholder engagement around strategic initiatives.
With this article, we address the concept of escape velocity. We’ll show you how a multiyear strategic growth road map can help your organization break free from its Groundhog Day cycle and launch it into tomorrow.
Why a Multiyear Strategic Road Map Matters
In higher education, we’re accustomed to having a university-level strategic plan with broad themes and objectives. These plans are useful in that they allow academic and service units to identify areas of contribution or special projects.
Less common, however, is a performance road map for the unit-level organization itself. Specific programs and functions may have goals, targets, or expected outcomes, but do they collectively add up to something more than the sum of parts? Are teams competing against one another for resources or prospects? Have the true bottlenecks in processes and infrastructure been identified so that teams can tackle them together, or are they each working on problems in a silo?
A multiyear strategic road map aligns the work you and your colleagues are doing today with the work to be done next year — and the year after that — to reach new levels of achievement, performance, and value. This means moving beyond “keeping the lights on” to building a true organizational vision where day-to-day tasks and operations contribute to a larger mission.
The multiyear road map also works to keep everyone accountable, so that the organization can escape the gravitational pull of mere survival, instead moving up through the atmosphere into new spaces and opportunities.
Importantly, the road map is not developed by a small group of people and then handed down from organizational leadership. It requires a strategic conversation across the organization that identifies what winning looks like and how all parties will win together.
Introducing the Hoshin Kanri Strategic Framework
A simple search for “strategic framework” in your browser or artificial intelligence tool will bring up 25 to 50 options, which can feel overwhelming. As you dig into the variety of frameworks, you realize that each has a specific purpose and most are not interchangeable. For example, a strengths, weaknesses, opportunities, and threats (SWOT) analysis can be used to understand your organization’s general position in the current environment, while the Ansoff matrix can help you dive into your individual products and their specific markets.
In our opinion, if you want to develop an organization-wide multiyear strategic road map, the Hoshin Kanri framework is a powerful tool.
The Hoshin Kanri framework originated in Japan after World War II and was historically used in the manufacturing and technology industries (think Toyota). However, the framework can apply to any industry including higher education. The words “hoshin” and “kanri” mean direction and administration, which in this context refers to identifying the most important strategic focus areas for the next three to five years, and then managing activities and delivering against annual objectives in those focus areas.
To fully engage with the framework, there are seven steps that move from vision development to planning and execution to bidirectional feedback management, which makes this framework different from those that only focus on one of those aspects.
At its core, the framework is an iterative blueprint for escape velocity — where everyone’s contributions align and where individuals are responsible for providing direct, productive, and sometimes even uncomfortable feedback about progress, barriers, and how the plans are working. This feedback loop is one of the most powerful parts of the model for organization-wide deep listening and trust-building.
In the next section, we will discuss each part of the framework.
Breaking Down the Hoshin Kanri Model Components
As we walk through the components of the Hoshin Kanri model, remember that models and frameworks are suggestions or guidelines on how to organize a strategy, not directives. Every organization is different, and you should feel free to make the model your own.
Step 1: Establish (or Revisit and Refine) Your Organizational Vision
A multiyear road map, by definition, requires a vision for where your organization could or should be three to five years from now. While it’s easy to understand what you want your organization to “escape” from in terms of the status quo, it’s more work to determine the opportunity space, the direction of progress, and the velocity at which the organization should move there.
This is often the point where organizations need external support: fresh eyes to assess the market opportunities and the organizational development opportunities (e.g., a good, better, best model). Once the organizational vision is defined, communication and socialization of that vision to every individual in the organization is critical for feedback, engagement, and buy-in.
Step 2: Establish Strategic Focus Areas (aka Stretch Goals)
Here’s where your organization places its bets. What are the three to five focus areas that define how your organization will escape the status quo and strategically move into a new level of opportunity, performance, or achievement?
Think big swings that are a stretch but still possible. Think about what would get individuals in your organization excited about the work.
Remember, these strategic focus areas flow from the organizational vision. Some of the areas will be quantitative in nature (e.g., grow enrollments by 20% year over year; improve satisfaction scores by 40%), and some may be more qualitative (e.g., develop an organizational decision-making framework and process). All areas should be measurable.
Step 3: Break Strategic Areas of Focus Into Annual Objectives
In this stage of the process, your organization works backward from those strategic focus areas to plot the annual steps of achievement and progress. These objectives are established at the organizational level.
Step 4: Cascade Annual Objectives Into Programmatic and Functional Objectives
In this stage, program and function leaders develop their annual objectives based on the annual organizational-level objectives and begin to determine the key performance indicators for their teams.
This is also the step where the organization agrees upon an objective-level primary plan owner. Which individual is accountable for progress against the objective, for escalations when progress is impeded, and for communication of wins? Does that individual agree that the resource base to support the objective is sufficient?
Step 5: Execute
In this implementation stage, plans are deployed and progress is measured.
Steps 6 and 7: Conduct Monthly and Annual Reviews
The Hoshin Kanri model builds in regular strategic road map and annual plan feedback loops to ensure bidirectional feedback and iteration are employed where needed.
The frequency of your periodic reviews within an annual cycle may depend on the size and structure of your organization. The model suggests monthly plan reviews. But for some organizations, monthly reviews are too frequent and quarterly reviews are preferred. For other organizations, such as start-ups, monthly reviews are not frequent enough and biweekly sprint-level reviews may be needed.
The core idea is to ensure that those who are implementing against annual plans have the opportunity to discuss progress, blockers, resource concerns, and more so that leadership can determine if adjustments to the plans are necessary.
The annual review is the time to consider progress against the multiyear vision. Is the organization on target? Does the team need to be even more ambitious given evolving market conditions, the competitive landscape, or technological advances? Does the organization need to adjust its resource planning or design to support progress?
Organizational Strategic Road Map: An At-a-Glance View
As you can see from the seven steps detailed above, the Hoshin Kanri model is basically a series of embedded to-do lists with metrics and owners attached to them. The plan can be created in a document that displays the action items in a sequential order with as many words as it takes to describe the holistic plan. There is nothing wrong with this approach, as long as the organization can access, understand, and execute against the plan.
However, there is a way to develop a visual tool — without fancy applications or systems — that summarizes the entirety of the plan so that everyone can see themselves aligned with both the long-term and immediate objectives. This method is called the X-matrix. It works well with a spreadsheet tool, for example. In our graphic example below, we’ve replaced the “X” with a compass visual, but an X works just as well.
Within a box in your spreadsheet, create your “X” by inserting crossed lines. This creates four quadrants. In Hoshin Kanri, these quadrants are classified with compass directions: north, south, east, and west (hence our graphical treatment).
An organization starts with the south quadrant (or bottom of the X). This is where you list the three to five strategic areas of focus. Each area of focus has its own row. In our graphic, these are the bottom three rows in the light blue, orange, and dark blue colors.
In the west quadrant, you can list the high-level annual objectives for the year. Use the spreadsheet rows to enter an “x” where the strategic area of focus (on the bottom) matches the individual high-level annual objective (shown here as columns to the left that correspond in color).
Then, move to the north quadrant. This is where you list the business-level objectives that flow from the annual objectives. What are the specific tasks for each program and function? You can use the spreadsheet rows to enter an “x” where the business-level objective aligns with the high-level annual objective. In our example here, all three business-level objectives in the top rows correspond to the strategic focus area and the high-level annual objective color-coded in light blue.
Keep the east quadrant blank for a moment. This is where key targets or key performance indicators (KPIs) will go, and again, once you complete these, you can use the spreadsheet model to put an “x” where the target aligns with the individual business-level objective. In our version, we’ve used slightly different shades of light blue to show which KPIs go with which business-level objectives.
Go to the Resources section of the spreadsheet. Here you can document the accountable owner of the business-level objective, and use the spreadsheet rows to note with an “x” which owner is aligned with the particular initiative. You can use primary and secondary owners or just stick with primary owners, depending on your organization’s size and structure. These owners can then finalize the east quadrant with the specific KPIs in coordination with organizational leadership.
Depending on your organization’s size and structure, you can develop one master-level version of this multiyear plan, or you can develop one per program or function for ease of use. If spreadsheets are not of interest, there are online applications and services (some are free; some are fee-based) that serve as an interactive platform on which you and your teams can manage the development and tracking of objectives and progress.
Build Your Multiyear Growth Road Map
Engineering your escape velocity from Groundhog Day to the future takes introspection, time, iteration, and communication in all directions. Strategic tools and frameworks, like Hoshin Kanri, are not always necessary, but they can help your teams organize against a vision with plans, processes, and performance conversations.
No matter the tool, framework, or steps you take, the payoff of using introspection and planning to achieve your multiyear targets is escape velocity from the tethers of winter doldrums into a spring of new growth.
The strategy and development team at Archer Education can help you develop and achieve your multiyear strategic road map goals. Contact us today.
Student Recruitment Ideas for Better Enrollment Marketing
College recruitment strategies have undergone a seismic shift in recent years with the rise of an always-on digital audience and the growing accessibility of online programs. Fewer geographical constraints and heightened competition have fueled this realignment, prompting institutions to craft student recruitment strategies that are as dynamic as the students they aim to enroll.
In the modern, digital-first landscape of higher education, recruitment season is no longer confined to the traditional August to December window. Students are applying and enrolling year-round, and your institution must constantly assess which strategies are driving results and which are falling flat.
By embracing smarter, data-driven marketing tactics, you can stand out in the crowded landscape of online education, uniting students under the shared mission of your institution.
The Importance of Student Recruitment Strategies
You’ve been working in higher education for over a decade, but recently, student recruitment seems harder. You’re not alone. Prospective students are going in less traditional directions and finding cheaper, faster ways to become qualified for the workforce through modalities such as online certificates and boot camp programs. Inflation isn’t helping either.
But through a realignment of strategy to meet digital native consumers, you can meet students where they are and capitalize on projected enrollment growth.
Don’t get scared into sticking with outdated ways of reaching prospective students. Instead, rise to the challenge, get a better understanding of the landscape you’re working with, and refresh your enrollment marketing strategy.
3 Student Recruitment Strategies
We won’t tell you that all traditional marketing strategies are outdated, but we do want to make it crystal clear that students are online. They’re surfing the web on their smartphones and discovering new universities and programs through (mostly mobile) online journeys. If your enrollment strategy isn’t rooted in this reality, you’re at risk of losing more than half of your potential students.
1. Meet Them Where They’re At (On Their Phones!)
With 91% of the U.S. residents owning a smartphone, it’s no surprise prospective students are surfing the web from their mobile devices. In fact, a recent report by Oberlo tells us that over 60% of all internet traffic comes from mobile devices.
Most of the time, however, our web developers, brand managers, and marketing professionals are viewing and building websites on their desktop computers. While working from a computer is convenient, it’s imperative that every single UX/UI change made to your university/program website is tested on both desktop and mobile.
Don’t lose out on prospects just because you didn’t consider both desktop and mobile website views in your design process. It may seem obvious, but plenty of colleges and universities aren’t considering this important strategic detail.
2. Consider Utilizing Paid Media
Now that you’ve cleaned up your mobile site, you’re ready to start pushing students from other platforms to your program pages through a key college recruitment strategy: paid media. While paid media isn’t the cheapest option, it’s often one of the most effective. Google Ads, LinkedIn, and Facebook provide fairly straightforward ways to spend for clicks.
We recommend starting with PPC (pay per click) campaigns to attract prospective students to your site. These campaigns help the most with bringing in entirely new audience members whom you may not have been able to reach through organic efforts. The internet is vast, and it’s not always easy to track down potential candidates without some extra help.
After bringing in new prospects from platforms like Google and LinkedIn, your job is to create a journey where they’ll sign up for your newsletter or respond to a survey so you can effectively follow up and make their click worthwhile. It may seem pricey at first, but once the leads start coming in and you’re able to connect with them well after that first click, you’ll see the return on investment.
PPC campaigns can also help speed up the process if you’re finding yourself behind on your goals this quarter.
3. Tap Into Popular Platforms and Their Users
If paid media feels a bit too far out of reach, some high-growth organic options can help your student recruitment strategy.
Use Instagram to Engage With Students
Most institutions now have a presence on LinkedIn and Facebook, but university marketers may be missing a huge opportunity with Instagram. A recent article from RivalIQ cited higher ed’s impressive average engagement rate of 2.43% on Instagram, compared with the median across all industries of 0.43%.
Instagram should be used in a completely different way than Facebook and LinkedIn, which can be deterring for content teams, but clearly prospective students are interested in engaging there. Be sure to connect with them and provide tailored content.
Harness the Power of Testimonials
When you hear the words “influencer marketing,” you may think of famous teenagers with millions of followers dancing their hearts out to a 15-second song. While plenty of those influencers are out there, so are users who share their educational journeys, financial tips and tricks, and personal stories about their lives and experiences.
With the number of graduates, administrators, and staff members your school has on social media, you’re sure to find some influential users who are willing to share their satisfaction with your program on their channels. It doesn’t require millions of followers either.
Nano influencers (influencers with a following between 1K and 10K) are “everyday people” who come across as more authentic and with much more enthusiasm than the players in the big leagues (micro/macro influencers). According to a recent study from Matter Communications, 69% of consumers depend on recommendations from influencers, family members, and friends over information provided by brands. That means two of every three consumers want to read reviews from online personalities they see as trustworthy sources — an amplified version of word-of-mouth marketing.
Use Short-Form Video to Reach New Audiences
Short-form video is an important college recruitment strategy for engaging with students. Though the style of content may seem daunting and the editing may seem like a lot of work, recent studies have indicated that Gen Z users prefer TikTok for search over Google — making it an indispensable part of your strategy.
Although prospective student demographics look different across universities, your target students are likely on TikTok. And more importantly, they’re using it as a source of information. The hashtag #LearnOnTikTok had over 360 billion views as of 2024, according to The Leap.
Think of the reasons users visit your website — and the questions they have — and use that insight to inform the kinds of content you can provide to educate prospective students.
We Can Help Build Your Online College Recruitment Strategies
The higher-ed landscape is still undergoing unexpected shifts at a faster rate than most of us are ready for. Some days, you might feel like you’ll be playing catch-up for ages, and evolving marketing tactics might make that race feel even harder. It’s a lot to manage a robust omnichannel college recruitment strategy, but you don’t have to do it all internally.
At Archer Education, we partner with colleges and universities to create effective messaging that will illuminate your brand’s strengths and unique values to attract and convert high-quality students. Our experts are always in the know, employing tech-enabled, modern enrollment tactics to attract prospective students’ attention, drive engagement, and facilitate action. Don’t overstretch your team members — let us help. Contact us today for more information.
How to Strategically Expand Your Online Adult Degree Programs
So you’ve built a successful online adult degree program. No small feat. Now you need to keep your foot on the gas to keep the momentum going.
Your first instinct might be to “go wide” with your program expansion strategy by launching a variety of new, unrelated programs to pair with your successful offering. While this diversification strategy might reap great rewards for consumer packaged goods giants like Unilever and Procter & Gamble, higher education is different. Your institution is different.
I find myself making the following recommendation over and over again when it comes to expanding online degree programs: Go deep, not wide.
This means building upon the success of your existing program by developing specialized offerings within the same field. The “go deep” method might not be the most popular, but in my experience, it’s often the most effective. Let’s break it down further — or should I say, dig deeper — to see if this approach is right for your school.
What Does Going Wide Mean for Your Online Adult Degree Programs?
Let’s start with a hypothetical example: You have established a successful online Master of Business Administration (MBA) program with a positive reputation in the region.
Recently, you’ve heard cybersecurity and nursing degree programs are experiencing industry growth, so you decide to pursue programs in those areas next to build out a wider range of offerings.
Unfortunately, this strategic path can be a mistake. Here’s why:
Lack of synergy among programs: When universities add new, unrelated programs, they often fail to create synergistic relationships among all their programs. Each program operates in isolation without benefiting from the shared resources, expertise, or cross-promotional opportunities that could exist if the programs were more aligned.
Missed opportunities to leverage existing brand equity: Diversifying into new areas causes institutions to overlook the strength of their existing brand. A well-established program, like a thriving online MBA program, comes with significant brand recognition and trust that new programs lack.
However, expanding within the existing framework of business administration can allow for the amplification of this established brand equity, rather than starting from scratch with each new offering.
Why Going Deep Is More Effective
In higher education, the smart, strategic allocation of resources is crucial. You could put your institution’s limited resources toward a whole new program, such as a Bachelor of Science in Nursing (BSN) program or a Master of Science in Cybersecurity program. Or, you could just attach a new or adjacent offering to your successful online MBA program to channel your resources into an established program realm.
Forget efficacy for a moment. Which strategy sounds more efficient?
The good news is that going deep in one area of program offerings is often more effective and efficient. Instead of developing an entirely new adult degree program from scratch, you can simply add value to your existing online business program.
This might come in the form of added concentration options, such as MBA concentrations in entrepreneurship, accounting, finance, marketing, management, or strategic communications.
It could also involve adding another relevant degree program within the same area of study. For example, since you’re seeing a lot of success with your MBA program, you could add a finance or accounting degree program to build on the success and reputation of the established program.
Key Benefits of Going Deep With Your Online Adult Degree Programs
I’ve had experiences both ways: some institutions go wide, others go deep. For those that go wide, I’ve often seen siloed marketing efforts, inefficient allocations of resources, and sporadic and unpredictable enrollment. For those that go deep, I see the following benefits:
More Students Attracted
Broadened appeal for students already interested in the primary program: By offering more concentrations within a well-established program, or adjacent degrees within the same field, your institution can appeal to a broader range of interests and career goals within your current student audience base.
More options for prospective students due to increased specialization: Specialized degrees and concentrations allow students to tailor their education to their specific interests and career paths, making the program more attractive to applicants seeking focused expertise.
Increased Marketing Efficiency
Ability to leverage existing web pages and SEO for the main program: Concentration pages can be added as subpages to the main program’s page, which likely already has a strong search engine optimization (SEO) presence. This setup benefits from the existing search engine rankings and requires less effort than starting marketing from scratch for a new program.
Faster path to high search rankings for new concentrations, creating a marketing loop: The SEO efforts for the main program boost the visibility of the new concentrations, which in turn contribute to the overall authority and ranking of the main program’s page. This synergy creates a self-reinforcing cycle that enhances the visibility of all offerings.
Enhanced paid marketing efficiencies: Adding concentrations in areas where significant traffic already exists for broad terms — like “MBA,” “business degree,” or “finance degree” for an MBA program — allows institutions to more effectively utilize their paid advertising budgets. Expanding the program options for your existing traffic allows you to improve your click-to-lead conversion rates, increase your number of leads, and enhance your downstream successes in areas such as enrollments and completions. This approach allows for a more efficient use of marketing investments, providing more options for prospective students within the same budget.
Faster Accreditation Process
Streamlined accreditation process by expanding within an already accredited program: Adding concentrations within an existing program simplifies the accreditation process. Because the core program is already accredited, expanding it with concentrations requires fewer approvals and less bureaucracy than launching an entirely new program.
Ready to Go Deep With One of Your Online Adult Degree Programs?
If you’ve seen success with an online adult degree program offering, you’ve already taken a momentous step toward growth — which is something to be proud of. It also creates massive opportunity, and Archer Education is poised to help you capitalize on it.
Archer is different from other agencies. We work as your online growth enablement partner, helping you to foster self-sufficiency over the long haul through collaboration, storytelling, and cutting-edge student engagement technology.
We’ve helped dozens of institutions increase enrollment and retention through a going deep approach, and your institution could be next. And once you’ve solidified the reputation and success of your core online offering by going deep, we’ll be ready to help you pivot to a wider approach to expand your position in online learning.
Contact us today to learn more about what Archer can do for you.
How to Deliver a Personalized Experience Throughout the Student Journey
Imagine this: a prospective student fills out a request for information on your website, sharing personal details like their program of interest, transfer status, and intended start date. What happens next? Too often, the response is a generic email or text urging them to apply. Then, perhaps unsurprisingly, many institutions see declining contact rates and applications.
Delivering an engaging, personalized experience — at scale, across programs, and from the very first interaction — is no small feat. But it’s also essential in today’s competitive higher education landscape. While complex communication plans and sophisticated automation tools play a role, sometimes the simplest approach can make the biggest difference: Asking the right questions.
Focusing on the right questions can strengthen student relationships, increase lead-to-application rates, and even drive application-to-enrollment success, helping institutions connect personally with students and boost engagement at every stage of their journey.
What Is Student Engagement in Higher Ed?
Before we can start asking students questions, we must first ask ourselves an obvious question: What is student engagement?
Engagement rates are metrics that show how actively involved your audience is with your content. By tracking specific metrics, your institution can analyze the effectiveness of your marketing campaigns. You should track the number of people who interact with your follow-up communications: whether they open, click, respond to, or visit a website.
Every interaction a prospective student has with your institution’s website, social media posts, texts or emails, and other digital content generates data that you can use to capture information about leads (prospective students) and better understand and optimize future marketing efforts.
Tracking and analyzing “clicks” can tell you:
If prospects are opening, clicking, responding to emails or texts, answering calls, and otherwise interacting with your institution — leading indicators of intent to apply and even enroll
Which prospects are the most engaged — so you can prioritize communications with them while your brand is top of mind
At Archer, we’ve seen clients have 44% higher application-to-start rates and 33% higher application rates when prospective students engage with an institution’s post-inquiry communication. This makes for an efficient use of resources, as you’ve already generated the inquiry. A bump in conversion rates can go a long way in stretching a limited budget.
One Simple Thing You Can Do to Increase Student Engagement
Imagine you have the opportunity to meet with every prospective student in person for coffee. What would you do? How would you engage with them? You’d probably begin to build rapport by asking them lots of questions.
A digital meetup should be treated no differently than an in-person engagement. “Digital” is simply another method of communication. Granted, you’re not able to sit at your computer and chat online with every prospect, but in terms of how to interact and build student engagement, you should think of it the same way: as a two-way conversation.
Simply put, stop talking at prospective students and start communicating with them.
As much as you’re tempted to begin by telling them how great your school and program are, it’s best to first understand where a student is coming from and what they’re looking for.
At Archer, our team and our proprietary end-to-end student support solution — called Onward — are available to students 24/7. Built exclusively for the student journey, Onward collects and analyzes data on digital student engagement and optimizes digital student communication with a goal of increasing post-inquiry engagement. It has taught us a lot.
We’ve found that one of the most impactful things we can do in our follow-up communication with students to boost engagement rates — at any stage of the student lifecycle — is to ask questions. Indeed, in follow-up exchanges where we ask students specific questions (and provide an option to answer directly in that communication), we see click-through rates 42% higher than average.
It’s Not Too Late to Start Asking Questions
Even if you’ve already missed a key opportunity to ask questions of new prospects, circling back to get to know them better at any point in their student journey can have an impact.
Working with our partner Peru State College, we started sending a “What’s holding you back?” email to prospective students who weren’t taking the next step forward. The email not only asked “What’s holding you back from enrolling with us?” but also let the recipient click on an answer. For that email, we saw an average open rate of 16% — which doesn’t look too impressive until you consider these prospects had stopped engaging — and, more importantly, an average 33% click-through rate (with a majority of clicks leading to “apply now” pages). Not only did the email help the college reconnect with “lost” students, but we learned how to better connect with unconverted prospects going forward.
The email allowed us to determine who was stopping out and why.
The top reason for not moving forward was related to finances (35%).
More than 20% of prospective students had enrolled elsewhere.
5% said they weren’t ready to enroll yet but wanted to attend in the future.
These insights informed our follow-up digital communication, as well as our one-on-one admissions team follow-up. As a result, we reengaged with a meaningful percentage of stopped-out prospects by understanding some of their challenges and following up with relevant information. Moreover, 20% of this audience took action by clicking to start or finish their application and/or call an admissions rep.
Student Engagement Strategies for Every Higher Ed Stage
We used this same engagement strategy for first-time students enrolled in Peru State College’s online programs. Before we could view information in our partner’s learning management system to see if students were showing up for class or turning in assignments — leading indicators of student success — we wanted to check in with these new students directly to ask how their first week was going. The email asked, “How are you feeling about your first week?”
This email had an average open rate of 71% and an average click-through rate (CTR) of 31%.
Using a similar email, Archer helped another partner intervene to help 14 students who had indicated they weren’t having the best first-week experience. By asking follow-up questions to learn what wasn’t working for them, and forwarding that information to our admissions team, we were able to connect those students with a success coach at the university.
Optimize Student Engagement at Your Higher Education Institution
Higher-ed marketers and enrollment professionals know from experience that the success of every student is important to an institution’s long-term success. Providing a more personalized and engaging student experience can have a positive impact on enrollment growth and student retention.
It’s time for you to start having meaningful digital conversations that make an impact.
While Archer Education uses Onward, our easily scalable end-to-end student support solution, to deliver personalized communication and tailored post-inquiry follow-up 24/7, you don’t need a sophisticated lead nurturing tool to improve your student engagement strategies. Simply start asking questions in your communication with students and provide them with an easy way to respond.
Want to learn more about how to modernize your student experience and increase enrollment and retention rates with Archer’s Onward student support solution? Reach out to us and learn more today.
Angie Mohr is the senior vice president of student engagement at Archer Education. With a background in marketing, communications, and CRM and marketing automation, she has over 15 years of strategic communications and higher education experience. In her current role at Archer Education, a full-service marketing and enrollment solutions provider for higher education institutions, Angie focuses on supporting student acquisition and life cycle delivery services, utilizing scalable communications strategies and technologies to help prospective students engage, enroll, and persist in their student journey.
Embracing a “One School” Approach for a Better Student Experience
Let’s draw a line in the sand. On one side, we have a university campus and its on-ground offerings. On the other side, we have the digital higher education space and the online programs that live within it.
Traditionally, this line has been stark and rigid, with universities treating the two modalities as separate entities with dedicated teams, technology, systems, budgets, and strategies.
The initial separation was, in part, driven by the perception of online education as a lesser counterpart to its on-ground equivalent. This view may have held some truth in the early stages of digital learning. But the division has come with a cost, as institutions have had to do double the work, which is inefficient.
We can all see that significant changes are underway. Traditional educational boundaries are fading, with online learning gaining respect and sophistication. There are online programs that outpace their on-ground counterparts in quality and rigor. We’re looking at a future where traditional, hybrid, and online modalities are integrated, balancing both quality and accessibility.
As we leave the comfort of land and head out to sea, embracing a holistic approach is the way forward for universities.
Separation Comes at a Cost
The traditional division between on-ground and online learning modalities increases costs and complicates operations for institutions, weakening their ability to present a unified, powerful brand to prospective students. Here are a few of the pain points:
Fragmented Systems
Multiple Platforms: Utilizing different customer relationship management (CRM) systems, student information systems (SIS), and learning management systems (LMS) introduces inefficiencies. Each platform requires its own set of training, maintenance, and integration protocols. Those protocols often don’t integrate well, either.
Increased Costs: The need to support various tech stacks and administrative systems significantly drives up operational costs, as resources are duplicated across the board.
Conflicting Marketing Strategies
Brand Fragmentation: With separate marketing teams for its on-ground and online programs, an institution risks sending mixed messages to potential students. This can lead to brand dilution and confusion about what the university stands for.
Measurement Challenges: Disparate strategies make it difficult to track and analyze the effectiveness of marketing efforts. This makes the decisions on where to invest marketing dollars effectively difficult.
Diluted Resources
Split Focus: Dividing an institution’s time, talent, and budget between its on-ground and online initiatives means neither receives the full investment needed to thrive. This can result in underperforming programs that fail to meet their potential.
By managing resources under one unified strategy, universities can maximize the impact of their educational offerings, ensuring that both online and on-ground programs benefit from full institutional support and cohesion.
Advances in Online Learning Have Closed the Quality Gap
Technology is rapidly advancing, and higher ed is keeping pace with the changes. As institutions become more skilled at applying learning technologies, the following shifts have occurred:
Tech Innovations: Cutting-edge technologies have enabled more interactive and engaging learning environments. Tools such as virtual reality, augmented reality, and artificial intelligence (AI) are being used to enhance classroom interactions and provide personalized learning experiences at scale.
Instructional Design: Modern instructional design tailors course content for digital consumption, optimizing learning outcomes. This involves structuring courses to leverage digital tools effectively, ensuring that the quality of online learning is equal to that of traditional classroom learning.
Faculty Training: Universities have increasingly invested in training faculty to excel in online settings. This includes equipping them with the skills to use digital tools effectively and to engage students who are not physically present.
Today, online courses match on-ground courses in their rigor and depth and offer the flexibility and accessibility that modern students demand. It’s a win-win. The shift isn’t just about maintaining academic standards; it’s about enhancing them to make education more inclusive and adaptable to students’ varied lifestyles.
The Case for a “One School” Strategy
As the distinction between online and on-ground academic quality becomes murkier, more universities are beginning to embrace a “one school” strategy. This holistic approach integrates online and on-ground modalities into a single, unified brand, ensuring a seamless and coherent student experience.
It’s kind of like how my son doesn’t see the athletics department, student advising, and his faculty members as being on different teams with different budget sources. They all make up one thing — his university and the way it feels to be a student.
By operating under a single brand, universities can streamline their processes, unify their messaging, and bolster their identity, enhancing their appeal in a competitive educational market. The unified brand experience provides students with a consistent set of resources and support mechanisms, which proves crucial in building trust and satisfaction.
The shift toward a one school strategy also aligns with the evolving preferences and expectations of students, particularly their growing desire for flexible learning environments. Modern students increasingly favor hybrid experiences — asynchronous learning modules combined with synchronous meetings. This allows them to manage their schedules while benefiting from real-time interactions.
Adopting this approach not only improves the overall experience for students but also positions institutions to more effectively manage their resources, enhance their operational efficiency, and strengthen their academic offerings across the board, redefining the educational experience to be more inclusive and adaptable to today’s learners.
Adopting a one school approach helps universities accomplish goals such as the following:
1. Establish a Unified Systems and Technology Stack
Currently, the existence of different application systems for different modalities often leads to disparate experiences and management challenges, increasing the risk of students falling through the cracks. A unified technology stack can address these issues, fostering a more integrated and seamless educational environment.
Using the same CRM and SIS systems across an organization can significantly streamline operations in all areas, from marketing through student retention. This unification not only reduces operational costs but also consolidates institutional data, enabling more effective tracking and support of student activities.
2. Create an Integrated Marketing Strategy
Universities often work with multiple marketing agencies that compete against each other using similar keywords but with slightly different visuals and landing pages. Bad idea. This not only dilutes the marketing efforts but also creates confusion for students who are comparing programs.
An integrated approach helps streamline these efforts, ensuring a cohesive, clear marketing message that effectively attracts and retains students.
3. Align Academic and Enrollment Calendars
A particularly troubling symptom of separate identities within a university is differing enrollment calendars for online and on-ground offerings. Online programs typically offer more start dates throughout the year.
With a single enrollment calendar, however, universities can eliminate this confusion and simplify the experience for students who might engage in both modalities. Additionally, as faculty members frequently teach in both online and on-ground formats, a unified calendar ensures that all students have equal access to faculty resources, regardless of the learning format.
A Note on Organizational … Resistance
While the theoretical benefits of integrating online and on-ground educational modalities are clear, the practical implementation can face organizational resistance. This stems from the “this is the way we’ve always done it” mindset, presenting real challenges in terms of system integration and cultural adaptation.
Addressing these challenges requires a strategic approach and readiness to tackle potential roadblocks. Here are a few things to keep in mind:
Data migration from separate systems can quickly become a miserable task. Institutions should consider a phased integration plan with substantial buy-in from technology teams. Prioritizing key areas and establishing a unified data strategy can streamline this process.
Faculty and staff who are accustomed to operating within separate models may have concerns about changes to their job roles, security, workload, and work quality. That’s natural. Engaging stakeholders early, providing clear communication, and offering comprehensive training are important for easing this transition.
Merging marketing strategies might initially increase confusion. A deliberate process beginning with a comprehensive brand audit can help align key messages and value propositions. Starting with a unified marketing plan that leverages institutional strengths can facilitate smoother consolidation, guiding teams toward a cohesive strategy.
You Don’t Have to Implement the One School Model Alone
Starting the journey toward overhauling the outdated model and creating a unified experience can be complex and challenging, but you don’t have to navigate it alone.
Archer Education is equipped to empower your institution at every step with our growth enablement approach, offering expert guidance in storytelling, technology, audience insights, and data analytics to support a seamless transition to the one school model. Then, once things are up and running, you’ll have the internal knowledge and capacities you need to cast us out to sea.
Contact us to learn more about how we can help you integrate your educational offerings and maximize the potential of your institution.
Boost Your Enrollment Cycle With These Higher Ed SEO Strategies
Billions of queries occur daily through global search engines on desktop, mobile, and voice devices. These organic searches are the largest drivers of website traffic, particularly for higher education institutions, making SEO an essential ingredient in the recipe for generating student leads. A student’s journey toward enrollment is a roller coaster of considerations. From looking at financial costs and career opportunities to assessing workloads and faculty projects, students turn to search engines to answer their questions.
Optimizing your university’s website involves looking at a variety of SEO factors: webpage speed, page titles and headings, URL structure, link building, content, and more. Here at Archer, our higher education SEO team members have expert insight at every step on the path toward optimizing a university’s website, including technical on-page improvements, off-page link building, and, most importantly, content creation and promotion.
Let’s explore how your institution can stay relevant and bring new prospective students in with a sophisticated higher education SEO strategy.
SEO for Higher Education: What You Need to Know
Online content saturation is at an all-time high, and competition in higher ed is intensifying. Meanwhile, the audiences that institutions are marketing to have become less traditional.
Capturing the attention of prospective students at a critical point in their college enrollment journey takes a deep understanding of all the nuances of search engine optimization, including search intent, click-through rates, and mobile experience. To create content that will engage online audiences, universities must have strong SEO strategies to ensure brand discovery.
7 SEO Strategies to Boost Your College Enrollment Cycle
Our higher ed SEO experts have pulled together a list of seven strategies to help capture students along their path to college enrollment. Their expertise will help guide you in discerning what’s important in an SEO strategy and where to set focus for the rest of the year.
1. Determine Your Student Journey
Student journey maps are going to be key in helping you guide the focus and intent of your content. How are you making students aware of your programs? At what point are they considering your programs? Where in the journey do they make a decision, and what do they need to get there?
Students looking to advance their academic and professional careers are at some point in the sales funnel, but they’re also at some stage in their search engine journey. If you’re doing it right, you’ve constructed this journey carefully and provided several different routes for the different kinds of prospective students you interact with.
For example, a student might be only tangentially familiar with the construction industry, so you can gain their interest by crafting a piece about construction careers that graduates can enter after receiving a construction management degree. On the other hand, a student might be further along in their journey and might be at the point of more serious consideration of an engineering degree. For this student, you can craft a post about stress management for engineering students.
If you want to get students to your website, finding blog topics is only half the game. Using keywords to optimize your content is how you push those posts to the finish line. Google’s latest algorithms emphasize value, so figure out what value you can provide your reader at every stage of inquiry.
By walking through the student’s college enrollment experience and differentiating content based on the needs of each stage, you can curate specific content to respond to their search intent, keep them engaged with your brand, and guide them down your content map to a post that encourages them to convert.
2. Satisfy Student Search Intent
Since search intent is Google’s ultimate goal, when it comes to SEO for higher education, keyword research and content creation that match the student’s search intent should be a primary focus.
The “How to Become a CEO” article above is a great example of a university-created piece of content that matches search intent and provides steps that show how the university program can help the searcher accomplish their goal. Content should discuss a range of topics that align with the university’s mission and program’s course curriculum while still keeping the searcher top of mind. With each piece of content, you’ll be able to attract a variety of students who are in different places in the student discovery process.
Each of these posts should have a strong call to action (CTA) that intrigues prospective students to learn more about the university’s program and how they can become more involved and apply. This CTA can include an aesthetically pleasing “learn more” button that directs readers to a “request more information” form.
In 2023, Google introduced a new helpful content algorithm intended to help searchers find relevant results. This update is intended to weed out nonhelpful search results, defined as content that lacks experience, expertise, authoritativeness, or trustworthiness (E-E-A-T).
What does this mean for universities? Crafting high-quality content that meets student search intent is even more important. Instead of focusing solely on SEO keywords, university website pages and blogs need to meet Google’s quality standards in one or more E-E-A-T fields.
Experience: The content is created by someone with firsthand involvement in the subject matter.
Expertise: The content creator has formal knowledge of the subject matter.
Authoritativeness: The content contains credible information, and the website has a good reputation for providing quality content.
Trustworthiness: The content includes clear and transparent sourcing to verify the accuracy and reliability of the information.
Universities can meet these expectations by providing high-quality information that highlights faculty and student experiences and expertise.
4. Elevate Your Content Strategy
Searchers are no longer satisfied with traditional text-based content or boring images. This is especially true for millennials and Gen Zers, who account for 42% of the U.S. population, according to Statista, and the majority of a university’s target market.
To capture the attention of these easily distracted searchers, higher education SEO strategies should branch out beyond traditional articles and infographics to include visually captivating and psychologically intriguing content, such as interactive graphics or videos. This refreshed content strategy should aim to not only catch a searcher’s immediate attention but also leave a lasting brand imprint to intrigue searchers to come back for more.
Check out the following example of an engaging piece of content from Zippia.com that outlines the different career paths for cost accountants. The piece is interactive, allowing the user to move their mouse along the different career paths to reveal more detailed and relevant information.
This interactive map is fun and easy to use while still providing the quality and quantity of content the user is looking for. It illustrates the kind of memorable yet useful experience required to capture a student’s attention.
5. Occupy Google Search Results
Occupying more real estate on ever-evolving search engine results pages (SERPs) is more crucial than ever. A large number of Google searches do not result in a click. With the advent of more featured snippets, the importance of a technically sound website, structured data, and high-quality content grows.
While on-page SEO is still crucial for ranking on the SERP, off-page efforts and creating a user experience (UX) that expands past your website are the next wave of occupying internet real estate. Off-page citations, or references to your institution on websites such as U.S. News and Wikipedia, will push hints and signals to Google that validate your brand. Quality higher education SEO strategies should also include a UX that helps your site stand out in today’s saturated marketplace.
6. Optimize Your Website for Mobile
To enhance the college enrollment funnel experience, you need to maintain the health of your website for both desktop and mobile.
Since a majority of search engine visits come from mobile devices, there’s no question that higher education SEO teams should be focusing on the mobile user experience of their websites. Now that Google has mobile-first indexing best practices, your team has new factors to consider. If your website’s content differs between desktop and mobile, for example, then your site is at risk of having pages not indexed or crawled, which could result in a significant loss of traffic.
For starters, ensure that desktop and mobile versions of your website have identical content, as well as identical technical elements, such as structured data and meta tags. Whether you’re developing content or updating your website design, always be sure to consider both platforms in any updates you make.
7. Understand Your Competition
With Google ads for search terms like “online mba” generating a high cost per click (CPC), higher education is one of the most competitive segments of search engine rankings. Why? Simply put, graduate degree programs are expensive and have large marketing budgets. In addition, affiliate marketing is rampant in the higher education space. What’s affiliate marketing? Affiliate marketers in higher education essentially sell student leads to universities.
These affiliate sites often have large SEO budgets and benefit from degree ranking and badging tactics. Take a look at the density of non-edu sites in the search results by Googling “online mba.”
In addition to competing with a number of affiliate websites, traditional schools have to compete with for-profit institutions and institutions with powerful national and regional brands.
Despite the competitive market, a long-term higher education SEO strategy, with a nuanced understanding of the market, can yield tremendous results around student enrollments and thought leadership.
SEO for Higher Education: Boost Your Results with Archer
Here at Archer Education, we partner with accredited universities to help higher-ed leaders and marketers accelerate online learning growth and enrollment. We offer a variety of tech-enabled marketing, enrollment, and retention services, and our team of SEO experts is always up to date on strategies to help your program gain visibility in prospective students’ search results.
Our SEO tactics can help your university:
Increase its visibility in student-generating keywords
Grow the amount of organic traffic to the site
Ensure its site is optimized for organic search
Contact us or visit our SEO tactics page to learn more about how Archer can help you reach your enrollment goals.
Next Steps to Empower Your Multiyear Growth Road Map
In higher education organizations, enrollment management plans can be like the weather: short term, ever changing, and subject to the whims of the seasons each year.
But for your organization and programs to thrive no matter the conditions, a multiyear growth road map is needed to keep all parts of the organization aligned and moving toward a strategic set of goals.
In my last article, I discussed the importance of taking a step back to assess the people, processes, and technology of your organization to identify opportunities for improvement and high-quality growth. This critical first step results in an organizational development plan that moves your institution from good, to better, to best in class.
With this article, we’ll dig deeper to outline how you can build a multiyear growth road map that allows you to weather everything from regulatory storm clouds to enrollment droughts, keeping your focus on a longer-term strategy. You’ll learn how to get started, measure your progress, and ensure that feedback loops are in place for continuous improvement.
A multiyear growth road map helps your teams move beyond term-to-term thinking to develop activities that ladder up and contribute to a true organizational vision. Everyone has a part to play that is specific, measured, and celebrated.
The First 90 Days
As with any effective plan, laying a strong foundation can lead to long-term success. In the context of your multiyear strategic road map, building the foundation involves these steps:
Hold discovery sessions: Engage with individuals and teams across your organization and open up space for productive — and sometimes uncomfortable — conversations. You are looking for concerns, challenges, and hopes for the future. This phase isn’t about problem-solving. It’s about understanding the existing culture and building trust.
Complete an internal readiness assessment: This critical component looks at your institution’s existing strengths, weaknesses, and roadblocks. The readiness assessment process ensures that any proposed changes are offered within the context of your institution’s culture and helps you paint a realistic picture of what you’re ready to take on.
Conduct a SWOT (strengths, weaknesses, opportunities, and threats) analysis: Once you have identified your internal current state, you can then compare that to the broader market and competitive landscape. Where is your organization or portfolio strongest, and where is it at greatest risk? Where are the potential market opportunities that you can begin to assess? Where are the most likely threats from competitors, regulation, resource shifts, or other market trends?
Prepare for action: As the first 90 days close, you’ll have developed a much clearer image of a business case and action plan. This could mean starting with centralizing marketing efforts, for example, or it may involve planning for a technology tool or system and data mapping for eventual migration. Each institution is different.
Year One: The Blueprint
With a solid understanding of your institution’s current landscape — both internally and externally — it’s time to launch into the first year of your strategic road map. These 365 days are about implementing basic changes to boot up the structures, systems, and processes that will support growth in later years.
Build your blueprint: Your blueprint is your North Star for change. It’s a clear vision that outlines your key goals, timelines, and measures of success. Think of it as a collection of SMART goals: specific, measurable, achievable, relevant, and time-bound.
Take simple steps: This is where you implement the first round of changes, which should be relatively achievable. This could be adopting a new customer relationship management (CRM) system, refining a marketing strategy, or establishing new faculty support systems. The goal here is to get the basics right, then let these efforts evolve over time.
Gather feedback: This may be the most important part of your first-year efforts: garnering input on the efficacy of the changes made from stakeholders from all levels and departments at your institution. Feedback loops help you gauge your progress and identify areas that need adjustments.
Year Two: Optimize and Accelerate
With a firm foundation now in place from your first year’s efforts, the focus shifts toward refinement, optimization, and acceleration of your growth initiatives. This phase is crucial, as it’s where you begin to see the fruits of your labor blossom.
Double down on success: Now is the perfect time to capitalize on what’s working. Your teams are eager for a win, so identify any initiative that has shown promise — be it a marketing strategy that’s driving higher engagement or an educational program that’s exceeded enrollment expectations. By scaling these successful ventures, you can ride the momentum and amplify your results.
Refine with data: Use the data accumulated from the initial implementations to tweak and improve your systems and processes. Engage in conversations with your teams to pinpoint any bottlenecks or slowdowns in the student journey. Experiment with new approaches based on these insights, and critically evaluate the impact of these changes. This iterative process is key to continuous improvement.
Celebrate and share visible wins: Success is a powerful motivator. Make it a point to regularly share and celebrate each tangible achievement — whether it’s a surge in student enrollments, heightened faculty engagement, or the seamless adoption of a new process. Publicizing these wins not only builds internal momentum but also reinforces the collective commitment to your strategic goals.
Years Three and Four: Knowledge Sharing and Independence
As your strategic initiatives mature, the focus will naturally transition toward sharing knowledge and strengthening your internal teams. This critical period in years three and four is about empowering your staff and shifting your role from hands-on implementer to guiding coach.
Empower through ownership: Encourage teams to take full ownership of the implemented processes and changes. This allows you to step back and adopt a coaching role, guiding your teams through challenges and ensuring they have the confidence and skills needed to manage and refine these new systems independently. This is also the time to ensure your organization has strong documentation on its processes and training both for knowledge sharing and to support future hiring and onboarding.
Build internal capacity: Looking ahead and preparing for a future where your organization can operate and evolve without the need for external partnerships is essential. This requires a dedicated effort and a commitment to providing ongoing training, resources, and support to build a robust internal capacity. Invest in these areas to develop a self-sustaining system that thrives on its own merits.
Celebrate the milestones: After your extensive efforts over the past few years, taking the time to celebrate is not just rewarding but necessary. Highlight the significant impacts made by your teams, and take a moment to reflect on the growth, changes, and obstacles that have been overcome. This celebration not only acknowledges the hard work but also reinforces your institution’s positive culture and its commitment to continuous improvement.
The Journey to Sustainable Development Starts Today
Successful organizational development requires a multiyear effort that encompasses careful planning, precise execution, and a dedicated team of leaders. From the initial 90 days to the subsequent years, each phase of the process moves your institution closer to becoming stronger and more agile.
Our team at Archer Education has helped dozens of institutions build and execute comprehensive multiyear strategic plans. These plans are tailored to enhance enrollment and retention, setting each institution on a path to long-term success.
If you’re ready to transform your organization and achieve remarkable results, reach out to us at Archer Education. Let’s make your educational vision a reality together.
Melanie Andrich is vice president of strategy and development at Archer Education. Melanie is a results-driven higher education leader with 20-plus years of experience in developing and supporting high-quality, accessible, and scalable academic programs and services. She spent the first half of her career at Rutgers University running study abroad programming and leading the first fully online professional master’s degree program for the university. She then moved into management consulting to help colleges and universities with academic innovation, enrollment management, and organizational transformation initiatives.
