Tag: Bridging

  • Bridging the Gap: Active Learning Strategies for Traditional and Online Classrooms – Faculty Focus

    Bridging the Gap: Active Learning Strategies for Traditional and Online Classrooms – Faculty Focus

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  • Bridging the Gap: Active Learning Strategies for Traditional and Online Classrooms – Faculty Focus

    Bridging the Gap: Active Learning Strategies for Traditional and Online Classrooms – Faculty Focus

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  • Bridging the Skills Divide: Higher Education’s Role in Delivering the UK’s Plan for Change

    Bridging the Skills Divide: Higher Education’s Role in Delivering the UK’s Plan for Change

    • Dr Ismini Vasileiou is Associate Professor at De Montfort University, Director of the East Midlands Cyber Security Cluster and Director and Co-Chair of UKC3.

    Higher education has always played a critical role in skills development, from professional fields like Medicine, Dentistry, and Engineering to more recent models such as degree apprenticeships. However, as the UK’s digital economy evolves at an unprecedented pace, there is a growing need to rebalance provision, ensuring that universities continue to equip graduates with both theoretical expertise and industry-ready capabilities in areas such as AI, cybersecurity, and automation.

    The government’s strategic focus on workforce development underscores the importance of these changes, with higher education well-placed to lead the transformation. As industries adapt, the need for a highly skilled workforce has never been greater. The UK Government’s Plan for Jobs outlines a strategic vision for workforce development, placing skills at the heart of economic growth, national security, and regional resilience.

    With the new higher education reform expected in Summer 2025, the sector faces a pivotal moment. The Department for Education has announced that the upcoming changes will focus on improving student outcomes, employment pathways, and financial sustainability in HE. While universities are autonomous institutions, government policy and funding mechanisms are key drivers influencing institutional priorities. The increasing emphasis on workforce development – particularly in cybersecurity, AI, and other high-demand sectors- suggests that universities will likely need to adapt, particularly as new regulatory and funding structures emerge under the forthcoming HE reform.

    The National Skills Agenda: Why Higher Education Matters

    The skills gap is no longer an abstract policy concern; it is a pressing challenge with economic and security implications. The introduction of Degree Apprenticeships in 2015 was a landmark shift towards integrating academic learning with industry needs. Subsequent initiatives, including MSc conversion courses in AI and Data Science, Level 6 apprenticeships, and the Lifelong Learning Entitlement (LLE) serve as policy levers designed to encourage and facilitate a more skills-oriented higher education landscape, rather than evidence of an inherent need for change. Through mechanisms such as Degree Apprenticeships, AI conversion courses, and the Lifelong Learning Entitlement, the government is actively shaping pathways that incentivise greater emphasis on employability and applied learning within universities.

    The Plan for Change accelerates this momentum, funding over 30 regional projects designed to enhance cyber resilience and workforce readiness. One example is the CyberLocal programme, a government-backed initiative (Department for Science, Innovation and Technology) focused on upskilling local authorities, SMEs, and community organisations in cybersecurity. CyberLocal connects universities, businesses, and local governments to deliver tailored cyber resilience training, addressing the increasing threats to national digital security. More information can be found through CyberLocal’s page.

    Financial Pressures and the Case for Skills-Based Education

    At the same time, the financial landscape of HE is shifting. Declining student enrolments in traditional subjects, increasing operational costs, and a competitive global market have left many institutions reassessing their sustainability strategies. The upcoming higher education reform will shape policy from 2025 onwards, and universities must determine how best to adapt to new funding models and student expectations.

    While skills-based education is often positioned as a solution, it is not an immediate financial fix. Many Degree Apprenticeships are run at a loss due to administrative complexities, employer engagement challenges, and high operational costs. Several articles, including those previously published at HEPI, highlight that while demand is growing, institutions face significant challenges in delivering these programmes at scale.

    Government-backed funding in AI training and cybersecurity resilience offers targeted opportunities, but these remain limited in scope. Some universities have found success in co-designed upskilling and reskilling initiatives, particularly where regional economic growth strategies align with HE capabilities. The Institute of Coding, a national collaboration between universities and employers funded by the Office for Students, has developed industry-focused digital skills training, particularly in software development and cybersecurity. Additionally, the Office for Students Short Course trial has enabled universities to develop flexible, modular programmes that respond directly to employer demand in areas such as AI, digital transformation, and cybersecurity. Other examples include the National Centre for AI in Tertiary Education, which supports universities in embedding AI skills into their curricula to meet the growing demand for AI literacy across multiple sectors. However, a broader financial model that enables sustainable, scalable skills education is still required.

    Regional Collaboration and Workforce Development

    Since 2018, the Department for Education (DfE) has supported the creation of Institutes of Technology (IoTs), with 19 now operational across England and Wales. These institutions prioritise digital and cyber education, aligning with local skills needs and economic strategies. Strengthening collaboration between HE and IoTs could enable universities to support regionally tailored workforce development.

    Examples such as the East Midlands Freeport, the Leicester and Leicestershire Local Skills Observatory, and CyberLocal illustrate the power of localised approaches. The Collective Skills Observatory, a joint initiative between De Montfort University and the East Midlands Chamber, is leveraging real-time workforce data to ensure that training provision matches employer demand. These initiatives could provide a blueprint for future HE collaboration with regional skills networks, particularly as the UK government reviews post-2025 skills policy.

    Cyber Resilience, AI, and the Challenge of Adaptive Curricula

    The government’s focus on cyber resilience and AI-driven industries underscores the urgent need for skills development in these areas. With AI poised to reshape global industries, universities must ensure graduates are prepared for rapidly evolving job roles. However, one of the biggest challenges is the slow pace of curriculum development in higher education.

    Traditional course approval processes mean new degrees can take two to three years to develop. In fields like AI, where breakthroughs happen on a monthly rather than yearly basis, this presents a serious risk of curricula becoming outdated before they are even launched. Universities must explore faster, more flexible course design models, such as shorter accreditation cycles, modular learning pathways, and micro-credentials.

    Government-backed initiatives, such as the Institute of Coding, have demonstrated alternative models for responsive skills training. As the HE reform unfolds, universities will need to consider how existing governance structures can adapt to the demands of an AI-driven economy.

    A New Skills Ecosystem: HE’s Role in the Post-2025 Landscape

    The forthcoming higher education reform is expected to introduce significant policy changes, including revised funding structures, greater emphasis on employability and skills-based education, and stronger incentives for industry partnerships, particularly in STEM and digital sectors.  

    Higher education must position itself as a leader in skills development. The recent Universities UK (UUK) blueprint, calls for deeper collaboration between the further and higher education sectors, recognising their complementary strengths. Further education offers agility and vocational expertise, while higher education provides advanced research and higher-level skills training – together, they can create a seamless learner journey.

    At the same time, national initiatives such as Skills England, the Digital Skills Partnerships, and Degree Apprenticeships present opportunities for universities to engage in long-term skills planning. The integration of Lifelong Learning Entitlement (LLE) loans will further support continuous upskilling and career transitions, reinforcing the role of HE in lifelong workforce development.

    Conclusion: Shaping the Future of HE Through Skills and Collaboration

    With the HE reform announcement expected in Summer 2025, universities must act now to align with the government’s long-term skills agenda. The future of HE is being written now, and skills must be at the heart of it.

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  • Bridging the Gap: Why Intergenerational Learning is Crucial Now More Than Ever

    Bridging the Gap: Why Intergenerational Learning is Crucial Now More Than Ever

    Dr. Maureen RubyAccording to the Stanford Center on Longevity, “The hundred year life is here. And we’re not ready.” The Center identified 10 principles to guide working through the challenges of longevity and capitalize on the opportunities. As a soon-to-be septuagenarian, current university faculty member and educational researcher, the guiding principle “learn throughout life” resonates with me. In my personal journey, I completed a second doctorate as I reached the half-century mark. Both then, as K-12 educator and grandmother of six, and now in my university work, my life is iteratively enriched through intergenerational learning. I am lucky.

    While we may not share the 122-year life span of Jeanne Calmet, Stanford’s The New Map of Life Years to Thrive reports that half of current kindergartners will have a life expectancy of 100. Given the projected certainty of a future of centenarians, universities must embrace intergenerational learning. The OECD states that education is a predictor of the quality of life as it positively influences physical and mental health, financial stability, cognitive functions, resilience social status and engagement. Thus, with our unprecedented longevity, it’s important for the traditional image of college students, those transitioning from high school and primarily in the second and third decades of life, to evolve. The work and research of the Stanford Center on Longevity and the Age-Friendly University Global Network advocate for supporting our “globally aging world” by harnessing the power of intergenerational learning. 

    Intergenerational learning engages different generations in learning together, exchanging knowledge and experiencing mutual growth. Beyond coexisting, it is about genuine dialogue, connection and shared learning. Intergenerational learning programs combat ageism, reduce social isolation, promote community and demonstrate benefits to both older adults and younger generations. Age diversity in colleges and universities is a net asset for our global society.

    For college students, intergenerational learning is more than interacting with older adults. It provides valuable perspectives to challenge assumptions and deepen understanding of the world. Through the “elders’” firsthand accounts of history, culture or societal events, students gain insights unavailable from textbooks and PowerPoints. Imagine hearing directly from a participant in the Civil Rights Movement in history class; a person living the aging process in a sociology class; a retired bank executive or CEO in an accounting or finance class; or a physical therapist in an anatomy class. Such interactions bring together research and theory with lived experience and practice and contribute to an enriched learning culture that capitalizes on empathy, critical thinking and authenticity.

    Social media, virtual interactions, and fragmented communication are abundant today and have negative consequences for our youth. As shared by the Collaborative for Academic, Social, and Emotional Learning (CASEL), developing empathy and strong social-emotional skills are essential to future success. Intergenerational learning offers students opportunities to engage in face-to-face dialogue with people from different generations and backgrounds. Through these interactions, students practice active listening, respect for diverse perspectives, development of interpersonal skills and emotional awareness. These skills are essential for effective communication and building healthy relationships in academic settings, the workplace and personal life. 

    For older adults, in addition to the intellectual stimulation so essential for cognitive wellness, a college environment offers opportunities to remain socially connected, contribute meaningfully, and participate in cultural, sports, personal conditioning and academic activities offered on campus. Intergenerational programs reduce time spent alone and ignite an augmented sense of belonging and purpose. Older adults feel valued for the knowledge and experience they bring to the table while also reaping opportunities to learn new skills and stay mentally sharp. Intergenerational program participation increases life satisfaction, while mentoring younger generations promotes a sense of accomplishment and a positive outlook on life. 

    Intergenerational learning also fosters mutual understanding, reduces ageism and helps break down stereotypes. In an increasingly polarized society, where the media and social media often reinforce generational biases, divisions and misunderstandings and create barriers between generations, intergenerational learning leads to social cohesion and inclusive communities, and bridging generational divides.

    Through seeking and celebrating diversity of thought, intergenerational learning in academia will advance more holistic, compassionate learning environments. Colleges and universities, as centers of learning and innovation, are uniquely positioned to lead the way in supporting a new learning paradigm by incorporating intergenerational programs into their curricula and campus life. From shared classrooms to mentorship programs, the integration of older adults into the academic experience is an essential step toward creating a culture of inclusive learning requisite for our changing global demographics. Intergenerational learning supports creation of a society that values mutual respect, shared knowledge and lifelong growth. It’s time for educational institutions to embrace intergenerational learning, paving the way for a future where people of all ages learn, grow and thrive together. We will be learning alongside our grandchildren. I am excited for my next 30 years!

    Dr. Maureen Ruby is an associate professor at the Farrington College of Education & Human Development at Sacred Heart University in Fairfield, CT.

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  • Bridging Further and Higher Education: Building a Truly Tertiary Education System

    Bridging Further and Higher Education: Building a Truly Tertiary Education System

    • Professor David Phoenix OBE is Vice-Chancellor of London South Bank University and Chief Executive of LSBU Group.
    • Dr Katerina Kolyva is Chief Executive Officer of The Education and Training Foundation.

    Post-16 education in England is at a pivotal moment, with increasing efforts to create a more integrated and collaborative system. While elements of competition remain, the reintegration of the sector into the Department for Education presents new opportunities for colleges and universities to enhance their contributions to local communities. Both further and higher education providers play distinct yet complementary roles in supporting diverse learners, but significant challenges remain in achieving a fully joined-up system. The establishment of Skills England, along with the skills and industrial strategies, signals a growing recognition of these complexities, highlighting the need for a cross-government approach. Achieving greater alignment across the post-16 landscape could provide an opportunity to shape a system that empowers learners, strengthens local economies, and supports national prosperity.

    In February, the Education and Training Foundation and London South Bank University therefore brought together a range of relevant stakeholders to discuss existing models of best practice and the workforce characteristics needed to help develop an effective tertiary education system.

    University and college mergers, franchise agreements, Institutes of Technology and Group models are all examples of imaginative approaches to post-16 collaboration. Workforce characteristics found within these models include a leadership team with a clear vision, strong awareness of institutional values, and resilience against the prevailing winds of policy. Having the correct personnel with a positive and creative mindset can foster strategic risk-taking and allow for continuous learning with the avoidance of blame, though people and culture initiatives alone cannot be relied upon to deliver a coherent system.

    Our marketised higher education system and a focus on further-higher education transitions around level 4 could risk missing the bigger picture. We need government to develop a national framework within which local skills and innovation strategies can be developed. Such strategies would seek to consider issues related to the skills pipeline (including key areas such as adult education and gateway qualifications) but would also look at job creation by leveraging universities to drive innovation with business. Such a system-based approach needs to also consider what post-16 provision in the schools sector looks like and how this interfaces with further education, as well as the interface between further and higher education. This is essential if we are to provide alternative study pathways that meet the needs of the majority whilst also preventing duplication and redundancy at all levels.

    Published in December 2024, the government’s Devolution White Paper could be a first step towards establishing a framework for regional collaboration and addressing these missing elements. Strategic Authorities could take an important role in working alongside further and higher education providers and employers to identify skills shortages and promote clear pathways from education and training into employment through a combination of specialist institutions. The government, through a coordinated approach across departments, could use various regulatory and financial levers to encourage genuine collaboration between providers where there is a mismatch between skill demands and provision, while also simplifying the complex regulatory landscape.

    A greater level of specialisation and the recognition of the importance of different institutional missions has the potential to support a greater diversity of missions and a shift to a more collaborative framework. When combined with designing a corresponding careers, information, advice and guidance service, this will allow institutions to build more pathways for learners, meaning a more inclusive system. Those who are educationally disenfranchised would have more options to re-enter education and work, breaking down a key barrier to opportunity and, in the long term, boosting economic growth.

    Regulation, market forces, and financial constraints can both foster and hinder collaboration. If government can find the correct balance, post-16 education will better serve learners and employers, boosting equality of opportunity and economic growth. Government commitments to boost devolution, publish an industrial strategy and reduce intra-governmental bureaucracy tacitly acknowledge the problem, but an overarching framework for addressing this is lacking. Once the IFATE Bill, which will formally establish Skills England, achieves Royal Assent, government must establish a mechanism to ensure cross-departmental coordination, bringing together Skills England, regional authorities, education providers, and employers to drive structural change.

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  • AI and Student Recruitment: Bridging Technology and Human Connection 

    AI and Student Recruitment: Bridging Technology and Human Connection 

    Artificial intelligence (AI) is revolutionizing student recruitment, offering tools to meet the growing demands of efficiency and personalization. As higher education institutions face shrinking pools of applicants and increased competition, the ability to deliver targeted, meaningful engagement is more critical than ever. AI not only enhances how a college or university understands prospective students but also how it interacts with them at every stage of the enrollment journey. 

    Leveraging AI for Data-Driven Decision Making 

    At the core of these advancements are customer relationship management (CRM) systems like TargetX and Outcomes, which centralize student data and lay the groundwork for AI-driven insights in higher education. By integrating AI with CRMs, institutions can unlock the potential of their data to deliver smarter, more effective recruitment strategies. However, the key lies in leveraging AI to augment human effort, not replace it

    Analyzing Data for Actionable Insights 

    Enrollment marketing thrives on data, and AI enables institutions to transform raw information into meaningful insights. With centralized student data in place, AI tools can: 

    • Identify high-value prospects | Predictive modeling analyzes behaviors, such as frequent visits to financial aid resources or high engagement with email campaigns, to identify students with the greatest likelihood to enroll. 
    • Discover growth markets | AI uncovers patterns in geographic and demographic data, highlighting regions or populations with untapped enrollment potential. For example, data analysis might reveal an increasing interest in online programs among working professionals. 
    • Enhance segmentation | AI’s ability to analyze large datasets allows institutions to refine audience segmentation, enabling hyper-targeted campaigns tailored to specific student profiles. 

    Prescriptive Strategies for Recruitment 

    AI doesn’t just interpret data—it help enrollment management professionals generate actionable strategies to optimize recruitment efforts: 

    • Financial aid optimization | By evaluating a student’s financial profile and likelihood to enroll, AI can recommend targeted aid packages that maximize yield. 
    • Campaign personalization | AI suggests tailored outreach strategies, such as sending event invitations to students interested in specific programs or nudging inactive prospects with relevant content. 
    • Continuous improvement | Enrollment marketing campaigns benefit from AI-driven feedback loops that analyze performance data and recommend iterative improvements for future campaigns. 

    Enhancing the Student Journey with AI 

    AI in the Exploration Phase 

    Most prospective students begin their college search online, making search engines a critical touchpoint. AI has significantly altered how search engines present results, directly impacting recruitment efforts: 

    • AI-enhanced search results: Tools like Google Bard or ChatGPT increasingly offer conversational responses, summarizing key information without requiring users to click on external links. For instance, a search for “top nursing programs” might yield an AI-generated list, bypassing institutional websites. 
    • Adapting to AI-driven search: To stay competitive, institutions should create conversational, Q&A-style content optimized for AI algorithms. Structured data and schema markup can enhance visibility, ensuring accurate representation in AI-driven search results. 

    Personalization Across the Enrollment Journey 

    Personalization is no longer a luxury—it’s an expectation. AI enables enrollment marketers to deliver individualized experiences to potential students: 

    • Dynamic content | Emails, ads, and landing pages can dynamically adjust based on a student’s preferences or behaviors. For example, prospective engineering students might see content highlighting research opportunities, while transfer students encounter information about credit evaluations. 
    • Real-time engagement | AI-driven tools monitor student interactions and trigger timely responses. If qualified students visit a program-specific webpage multiple times, marketers can automate follow-up emails with relevant resources or event invitations. 

    Guiding Students Through Key Milestones 

    AI supports students by providing actionable, personalized guidance throughout the recruitment process: 

    • Next-best actions | AI-driven solutions can recommend tailored next steps, such as completing an application, scheduling a virtual campus tour, or exploring scholarship options. These nudges keep students engaged and on track. 
    • Proactive assistance | AI can analyze behavior patterns to identify potential barriers, such as incomplete applications, and prompt intervention. For instance, a student frequently visiting pages about financial aid might trigger outreach offering a one-on-one consultation. 

    Navigating the Limitations of AI 

    The Irreplaceable Value of Human Connection 

    While AI excels at data analysis and automation, human interaction remains indispensable: 

    • Fostering relationships | Admission counselors play a vital role in addressing nuanced questions, providing reassurance, and building trust during critical decision-making moments, all of which support student success. 
    • In-person engagement | Face-to-face interactions, whether through campus tours, phone calls, or personalized advising sessions, create memorable experiences that AI cannot replicate. 

    Challenges in AI-Generated Content 

    AI-generated content, while efficient, has limitations that institutions must navigate carefully: 

    • SEO considerations | Search engines prioritize high-quality, original content with human authorship. Over-reliance on AI-generated text can harm visibility and credibility. 
    • Authenticity matters | Prospective students value content that reflects institutional expertise and culture, reinforcing trust and engagement. 

    Striking a Balance Between Technology and Humanity 

    AI should enhance, not replace, human efforts. While AI handles initial outreach and data-driven recommendations, human staff focus on relationship-building and addressing complex inquiries. This synergy ensures a recruitment strategy that is both efficient and personal. 

    Supporting the Institutional Mission

    AI is reshaping student recruitment, offering powerful tools to analyze data, personalize engagement with the right student each time, and optimize strategies. However, its limitations underscore the importance of human connection and authentic communication. By leveraging an AI-driven recruitment strategy, institutions can enhance recruitment efforts and support student success while staying true to their mission of fostering meaningful connections with prospective students. 


    Jess Lanning began her career in higher education at a private university where she served as director of enrollment marketing on a record enrollment team. Over her decade-long career, she has focused on strategizing and implementing digital marketing campaigns as a senior vice president of strategy and senior partnership manager for higher education-specific agencies. In these roles, she served undergraduate, adult, and graduate audiences across the verticals of paid social, search engine marketing, search engine optimization, conversion rate optimization, digital PR, and user experience. Jess now serves as a Director of Digital Strategy at Liaison and we are very lucky to have her!

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  • Bridging borders in knowledge: the internationalisation of Chinese social sciences

    Bridging borders in knowledge: the internationalisation of Chinese social sciences

    by Márton Demeter, Manuel Goyanes, Gergő Háló and Xin Xu

    The dynamics of Chinese social sciences are shifting rapidly. As policies aim to balance domestic priorities with global integration, the interplay between China’s academic output and its international reception highlights critical challenges and opportunities. In a recent study published in Policy Reviews in Higher Education, we analyzed 8,962 publications by the top 500 most productive China-affiliated scholars in Economics, Education, and Political Science between 2016 and 2020.

    Uneven impacts across disciplines

    Our analysis reveals that most Chinese-authored works in these disciplines are published in Western-edited journals. Political Science publications often focus on China-specific topics, creating what may be interpreted as intellectual silos.

    By contrast, Economics stands out for its significant global impact, with Chinese scholars’ publications frequently outpacing the citation rates of their Western peers. Meanwhile, Education and Political Science publications from China generally attract fewer citations compared to those from the U.S., U.K., and Germany.

    Why does Economics perform so well? The field’s emphasis on data-driven, globally relevant research – addressing topics like economic policy, market dynamics, and financial crises – positions it effectively within international discourse. Substantial funding and resources further strengthen Economics’ visibility and impact.

    In contrast, Education often highlights region-specific practices that may resonate less with a global audience, while Political Science is constrained by political sensitivities and limited opportunities for broad international collaboration.

    Patterns of collaboration

    Collaboration offers another perspective of Chinese academia’s strengths and limitations. Scholars in Economics and Education often engage in diverse partnerships, with strong connections to both Western and Asian institutions. In contrast, Political Science remains more insular, with most co-authorships occurring within mainland China. This inward focus may restrict the field’s integration into global academic conversations.

    At an institutional level, hybrid collaborations – combining domestic and international partnerships – highlight China’s strategic approach to bridging local and global aspirations. However, the predominance of Western collaborators, particularly from the United States, underscores a continued reliance on established academic hubs.

    The duality of “siloed internationalisation”

    A significant finding of our study is the duality evident in Political Science research: while these publications often appear in international journals, their focus on China-specific issues reflects a form of “scientific nationalism”. This approach limits their global engagement, confining them to niche scholarly communities rather than positioning them as contributors to broader, international dialogues.

    The “international in format but national in essence” approach underscores a broader challenge for Chinese academia. It must navigate the tension between adhering to global visibility standards while championing non-Western perspectives and priorities.

    Policy and practical implications

    Our findings also carry critical implications for policymakers, institutions, and global academic networks. For China, fostering more diverse collaborations – beyond traditional Western partners – can reduce overreliance on dominant paradigms and contribute to a more equitable global knowledge production system. Initiatives with an emphasis on partnerships with Asia-Pacific, Africa, and Eastern Europe, could play a key role in reshaping these dynamics.

    We believe that, for the global academic community, greater inclusivity requires deliberate efforts to decenter Western paradigms. Platforms that ensure equitable participation and strategies to protect collaborations from geopolitical tensions are vital for sustaining open and impactful scientific exchange.

    Looking forward

    The field of Economics exemplifies how targeted investment and international integration can amplify visibility and impact. To replicate this success in Education and Political Science, expanding international collaboration and addressing thematic silos are essential. At the same time, global academic networks must also embrace diverse perspectives to ensure that voices from regions like China enrich rather than merely adapt to dominant discourses.

    Importantly, in an era of geopolitical uncertainty, research can serve as a vital conduit for mutual understanding and collaboration. By prioritising equitable partnerships and sustaining global dialogue, we can work toward a more inclusive and, therefore, more resilient academic ecosystem.

    Our study offers practical guidance for addressing the challenges of internationalization in Chinese social sciences, providing valuable tools for scholars, institutions, and policymakers working to advance global knowledge production.

    For more details, explore our full paper:

    Demeter, M, Goyanes, M. Háló, G and Xu, X (2024) ‘The Internationalisation of Chinese Social Sciences Research: Publication, Collaboration, and Citation Patterns in Economics, Education, and Political Science’ https://doi.org/10.1080/23322969.2024.2438240.

    Márton Demeter is a Full Professor at the University of Public Service, Budapest at the Department of Social Communication, and he is the Head of Department for Science Strategy. He has extensively published on academic knowledge production in communication studies and beyond.

    Manuel Goyanes serves as Associate Professor of Research Methods at Universidad Carlos III de Madrid. His interdisciplinary work revolves around theoretically designing, and empirically testing, cutting-edge quantitative and qualitative methodological procedures to scientifically address challenging aspects of social science inquiry 

    Gergő Háló, an assistant professor at the National University of Public Service Budapest, specialises in socio-critical studies of geopolitical and gender inequalities in science, academic performance, research assessment frameworks, and higher education policies.

    Xin Xu is a Departmental Lecturer in Higher/Tertiary Education at the Department of Education, University of Oxford, and the deputy director of the Centre for Skills, Knowledge, and Organisational Performance (SKOPE). Her research focuses on tertiary education and the research on research.

    Author: SRHE News Blog

    An international learned society, concerned with supporting research and researchers into Higher Education

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  • Bridging 2023 and 2024: Key U.S. Immigration Updates From December – CUPA-HR

    Bridging 2023 and 2024: Key U.S. Immigration Updates From December – CUPA-HR

    by CUPA-HR | January 11, 2024

    December was a busy month for immigration-related developments, with several important updates that have implications for the higher education sector. In this post, we provide highlights of the actions that took place last month.

    CUPA-HR Joins Comments to DHS on H-1B Modernization NPRM

    On December 22, 2023, CUPA-HR and 19 other higher education associations joined comments led by the American Council on Education (ACE) in response to the Department of Homeland Security’s (DHS) H-1B Modernization Proposal. Additionally, CUPA-HR joined 73 organizations from the higher education, state and local economic development, business, science, and policy sectors to submit a comment in response to the H-1B Notice of Proposed Rulemaking’s (NPRM) proposed definition for specialty occupations.

    The ACE-led letter expresses support for several of the proposed changes. These include the change to a beneficiary-centric lottery system, codifying DHS policy of deference to prior adjudications of Form I-129 petitions, clarifying the term “normally” in specialty occupation criteria, and implementing an automatic extension for CAP-GAP. (CAP-GAP is the time between the official end-date of an F-1 student visa and the start date of the H-1B visa). However, the letter also expresses concerns about proposed changes to the definition of a “specialty occupation” and “specific specialty requirement” in the H-1B visa program. The concerns highlight the potential limitation on the ability to attract diverse candidates for faculty positions and the narrowing pipeline for growth in high-technology fields, which could deter foreign students and hinder research and innovation in the United States. The letter calls for a reconsideration of these proposed changes to ensure that H-1B visa regulations align with the evolving dynamics of professional education and the modern workforce.

    In the multi-sector comment letter, CUPA-HR joined voices to address concerns over the H-1B NPRM’s proposed redefinition of “specialty occupations.” This diverse coalition raised issues about the potential negative impacts of these changes on interdisciplinary hiring, particularly in emerging science and technology fields. They argued that the new requirements, like the need for a degree to be “directly related” to job duties, could limit U.S. competitiveness in global innovation and create challenges for employers.

    Now that the comment period has concluded, the DHS will begin the process of reviewing the feedback received. As the department moves toward finalizing the proposals within this rulemaking, they may issue one or more final rules, depending on the availability of agency resources. CUPA-HR will continue to closely monitor these developments and keep its members informed of all significant updates and outcomes.

    State Department Announces Extension and Expansion of the Nonimmigrant Visa Interview Waiver Program

    On December 21, 2023, the Department of State (DOS) determined that, in consultation with DHS, certain categories of interview waivers are in the national interest. As a result, consular officers will continue to have the authority and discretion to waive an in-person interview for certain categories of nonimmigrant visa cases, with some changes made by DOS.

    This update includes the following key changes.

    • First-time H-2 Visa Applicants: Temporary agricultural and non-agricultural workers applying for H-2 visas are now eligible for an interview waiver.
    • Extended Eligibility for Other Visa Applicants: The waiver also applies to applicants for any nonimmigrant visa classification who have previously been issued a visa other than a B visa and are reapplying within 48 months of their last visa’s expiration.
    • Renewal Policy Unchanged: Applicants renewing their nonimmigrant visa in the same classification within 48 months of the prior visa’s expiration date continue to be eligible for the interview waiver.

    The department’s previous interview waiver eligibility criteria were set to expire on December 31, 2023. Not only has the program been extended as of January 1, but it now also includes more nonimmigrant categories. Notably, the current guidance is intended to remain in place indefinitely, as no expiration date has been specified.

    DOL Issues Request for Information on PERM Schedule A Revisions

    On December 21, 2023, in alignment with President Biden’s Executive Order 14110 on Artificial Intelligence, the Department of Labor’s (DOL) Employment and Training Administration (ETA) issued a Request for Information (RFI) that aims to gather public feedback on potential updates to Schedule A job classifications that exempt certain roles from the standard labor certification requirements. Specifically, the DOL is exploring the inclusion of AI, other STEM-related occupations, and additional fields where there is a notable shortage of qualified U.S. workers.

    According to the Immigration and Nationality Act’s labor certification provisions, employers are obligated to demonstrate that there are insufficient U.S. workers available and that hiring foreign nationals will not adversely affect the wages and working conditions of similar U.S. roles. This process is managed through the Program Electronic Review Management (PERM) system by the ETA. Employers seeking labor certification for prospective permanent immigrant workers must navigate a complex and time-consuming process, often extending the immigration timeline.

    Schedule A, established by the DOL in the mid-1960s, pre-certifies occupations experiencing national labor shortages, thereby waiving the labor certification requirement for these roles. Currently, Schedule A is divided into two groups: Group I comprises physical therapists and professional nurses, and Group II includes occupations that require exceptional ability in the sciences, arts, or performing arts. With this RFI, the DOL aims to critically examine and potentially broaden Schedule A’s scope, a move that could accelerate the hiring of essential foreign talent by aligning with evolving labor market demands and streamlining the employment authorization process.

    Key areas where the department seeks input include the following.

    1. Identifying Labor Shortages in STEM: The department invites suggestions on the most appropriate data sources and methods to ascertain whether there are labor shortages in STEM occupations. They are interested in understanding if Schedule A should be utilized to mitigate these shortages and how to develop a reliable, objective, and transparent method to identify STEM occupations facing labor shortages.
    2. Scope of STEM Occupations: There’s a need for input on whether the examination of STEM occupations should be limited to those outlined in the Occupational Employment and Wage Statistics and recent Bureau of Labor Statistics publications, or whether it should be broadened to include additional occupations, particularly those covering Skilled Technical Work occupations.
    3. Inclusion of Non-STEM Occupations: The department is also open to suggestions on whether non-STEM occupations facing worker shortages should be added to Schedule A. Input is sought on how to determine such shortages and ensure that the employment of foreign workers in these roles does not negatively impact U.S. workers.

    Comments in response to the RFI are due on February 20, 2024.

    U.S. Department of State Announces Pilot Program for Domestic Renewal of H-1B Visas

    On December 21, 2023, DOS announced a pilot program to resume domestic visa renewal for H-1B nonimmigrant visa applicants who meet certain requirements. It offers eligible H-1B visa holders the chance to renew their visas within the U.S., bypassing the need for an in-person interview at a consulate or embassy. DOS will start accepting online applications for the H-1B visa renewal pilot program on January 29, 2024.

    Eligibility for the U.S. Department of State’s H-1B visa renewal pilot program is defined by a set of specific criteria:

    • Visa Classification and Issuance: The program is strictly for those looking to renew an H-1B visa. Eligible visas must have been issued by Mission Canada (from January 1, 2020, to April 1, 2023) or Mission India (from February 1, 2021, to September 30, 2021).
    • Fee and Interview Requirements: Applicants should not be subject to a nonimmigrant visa issuance fee, often referred to as a “reciprocity fee,” and must be eligible for a waiver of the in-person interview.
    • Biometric and Visa Status: Participants must have previously submitted ten fingerprints for a visa application, and their prior visa should not include a “clearance received” annotation. Additionally, they must not have any visa ineligibilities requiring a waiver.
    • Petition and Status Maintenance: It’s essential that applicants have an approved, unexpired H-1B petition, are currently maintaining H-1B status in the U.S., and their period of authorized admission in this status has not expired.
    • Travel and Reentry Intent: Applicants must have been last admitted to the U.S. in H-1B status and intend to reenter the U.S. in the same status after temporary travel abroad.

    Background and Objectives. The pilot is a response to the discontinuation of domestic non-diplomatic visa renewals in 2004 due to the requirement for biometric identifiers. With advancements in technology, the DOS is now looking to assess its capacity to handle domestic renewals and reduce global visa application backlogs. This pilot is particularly aimed at alleviating uncertainties for U.S. companies employing temporary H-1B workers.

    Application Process:

    • Application Portal: U.S. Visa Employment Domestic Renewal.
    • Slot Allocation: Approximately 4,000 slots will be available weekly, split between applicants with visas issued by Mission Canada and Mission India.
    • Application Dates: January 29, February 5, 12, 19, and 26. The portal will close temporarily once weekly caps are reached.
    • Application Window: The program will close on April 1, 2024, or when all slots are filled, whichever is earlier.

    Currently, the program excludes categories like H-4 visas. The DOS plans to extend the program to more visa types in the future, but for now, it’s limited to H-1B principal applicants meeting the specified criteria.



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