Tag: Career

Why Revenue Sharing Is a Bad Deal (opinion)

For many decades, the National Collegiate Athletic Association preserved student athletes’ amateur status by prohibiting their ability to profit off their name, image or likeness (NIL). As a former Division I compliance coordinator, I often felt the NCAA’s amateurism policies went too far—denying student athletes the right to earn money like other college students, such as by running their own sports camps.

But now the courts have turned the NCAA’s concept of amateurism on its head with the approval in June of a $2.8 billion athlete compensation settlement, which will be shared by student athletes who previously missed out on the opportunity to make money from their NIL. This historic deal between Division I athletes, the NCAA and the Division I Power 5 conferences—the SEC, Big Ten, Big 12, Pac-12 and ACC—has also made revenue sharing with current student athletes a reality.

Athletes at top football and basketball programs may be celebrating this financial victory, which allows institutions to share up to $20.5 million each year with student athletes—money generated from media, tickets, concessions and donations.

But many coaches who recruit them—along with professors like me, who teach them—believe that paying college athletes for their athletic ability will hurt college sports. That’s because doing so professionalizes college athletes in a way that hurts other students and sports over all and compromises the institution’s academic mission.

And while some student athletes stand to benefit from the new system, most won’t. Many universities will use the 75-15-5-5 model, meaning that 75 percent of the revenue would be distributed to football, 15 percent to men’s basketball, 5 percent to women’s basketball and 5 percent to all other sports.

Paying players will also change the spirit of college sports. Although the concept of amateurism has been a joke in college athletics for a long time—particularly in revenue-generating sports—a pay-for-play system would further move the emphasis away from educational goals and toward commercial ones. As one big-time head football coach described it to me, “As soon as you start paying a player, they become in some ways their [university’s] employees. It’s not amateurism anymore.”

On many campuses, a separation already exists between student athletes and nonathletes, which some believe is due to student athletes’ perceived privilege. According to one Division I women’s basketball coach I spoke to, implementing revenue sharing will only increase that divide. Student athletes receiving five- or six-figure salaries to play for their institutions will be incentivized to devote more time to their sport, leaving less time to engage in the campus community and further diluting the purpose of college as an incubator for personal and intellectual growth.

There’s also a possibility, one coach told me, that colleges will shrink staff and “avoid facility upgrades in order to fund revenue share,” putting off improvements to gyms or playing fields, for instance. At some institutions, funding the revenue-sharing plan will undoubtedly lead to cuts in Olympic and nonrevenue sports like swimming and track.

What’s more, it remains unclear how revenue-sharing plans will impact gender equity, because revenue distribution may not count as financial aid for Title IX purposes. Since 1972, Title IX has ensured equal opportunities for female student athletes that includes proportionate funding for their college athletic programs. If NIL payments from colleges are not subject to Title IX scrutiny, athletic departments will be allowed to direct all revenue generated from media rights, tickets and donations to their football and men’s basketball programs. As one Division I women’s basketball coach put it to me, “We are widening the gap between men and women athletes.”

To be sure, the college sports system is problematic; as scholars have pointed out, it exploits student athletes for their athletic talent while coaches and athletic leaders reap the benefits. But creating professional athletes within educational institutions is not the answer.

Instead, I propose that all student athletes participate in collective bargaining before being required to sign employment-type contracts that waive their NIL rights in exchange for a share of the revenue.

Collective bargaining would ensure that student athletes are guaranteed specific commitments by their institutions to safeguard their academic success, holistic development and well-being. These could include approved time off from their sport to participate in beneficial, high-impact practices like internships and undergraduate research, and academic support to help them excel in a program of their choosing—not one effectively chosen for them to accommodate their athletic schedule.

The graduation rates of student athletes—particularly Black male football and basketball players at the top Power 5 institutions—are dismal. A 2018 study by Shaun R. Harper found that, across the 65 institutions that then comprised the Power 5 conferences, only 55.2 percent of Black male athletes graduated in six years, a figure that was lower than for all student athletes (69.3 percent), all Black undergraduate men (60.1 percent) and all undergraduates (76.3 percent). Under collective bargaining, student athletes could retain their scholarships, regardless of injury or exhausted eligibility, to help finish their degrees. Such financial support would encourage athletes to stay in college after their athletic careers end.

They could also negotiate better mental health support consistent with the NCAA’s best practices, including annual mental health screenings and access to culturally inclusive mental health providers trained to work with athletes. Coaches would learn to recognize mental health symptoms, which is crucial; as one former women’s basketball coach told me, she didn’t “have the right language” to help her athletes.

Presently, the NCAA’s posteligibility injury insurance provides student athletes only two years of health care following injury. Collective bargaining could provide long-term health care and disability insurance for those sustaining injuries during college. This matters because football players risk their lives every day to make money for their institutions—doubling their chances to develop chronic traumatic encephalopathy with each 2.6 years they play and likely significantly increasing their chances of developing Parkinson’s disease relative to other nonfootball athletes.

As one football coach mentioned to me, it may be too late to put the proverbial genie back in the bottle when it comes to pay for play, but it’s not too late for colleges to prioritize their academic mission in their athletic programs, care for students’ well-being and restore the spirit of college sports.

Debbie Hogan works and teaches at Boston College. Her research focuses on holistic coaching, student athlete development and sense of belonging of Black student athletes.

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August 19, 2025
College Orchestrates Job Shadows in Students’ Hometowns

Job shadows are one way to give students a behind-the-scenes look at the daily operations and undertakings of a particular role or industry, giving them a deeper perspective than an informational interview or job description may provide. However, opportunities to engage in career exploration experiences can be limited, particularly for lower-level students.

A winter 2023 survey found 22 percent of respondents had never had experiential learning or an internship while in college. Among first-year respondents, that number grew to 28 percent.

To increase access to career exploration for first-generation students early in their college experience, Harvey Mudd College in California partnered with alumni around the country to offer short-term job shadows in students’ hometowns. The experiences offered students a chance to define their STEM career goals and establish a professional network.

Survey Says

Students say giving them access to and preparation for career-building spaces is critical for their success. A May 2024 Student Voice survey by Inside Higher Ed and Generation Lab found 38 percent of students believe helping them prepare for internships and career success should be a top priority for career centers.

The background: Harvey Mudd is a liberal arts college that provides exclusively STEM degrees. Its current strategic plan focuses on expanding students’ career navigation experiences, particularly helping them connect their major program with life after college, said Shannon Braun, director of career services.

“A lot of time they really know what they want to study because it’s interesting to them, but not how that applies to life after Mudd or during Mudd,” Braun said. “It can be a little difficult.”

Staff elected to focus first on students who could most benefit from a job-shadow experience and exposure to a professional work setting.

“We landed on our first-gen, who may not have had some of the opportunities that other students might have, like a take-your-kid-to-work day,” Braun said.

How it works: The pilot program focused on students enrolled in Mudd’s Summer Institute, a precollege program for incoming students from underresourced high schools and those who are first-generation or from groups historically underrepresented in STEM.

Summer Institute participants indicated if they would be interested in a summer job-shadow opportunity, as well as some information about their hometown, program of study and career goals. From there, the career services office partnered with the alumni and family engagement office to identify hosts that matched students’ location and interests.

The focus on a student’s hometown was in part tied to logistics—most first-year students go home during the summer before their second year, and it was more cost-effective to provide job shadows where they were residing, Braun said. But staff also hoped it would expose students to career opportunities locally and near family, which can be a strong pull for first-generation students in particular, and help them affirm their major decision.

“Another benefit of this program is, let me shadow an engineer and see if I’m into that, or let me shadow a programmer to see if I’m into that,” Braun said.

After the alumni and students were matched up, both groups completed orientations prior to the job shadow addressing what makes a good job-shadow experience, questions to ask of the student or host, and transportation to and from the host site. All job shadows happened in the metropolitan area of the student’s hometown, so most participants commuted at least some distance.

The college also reimbursed students for their travel and lunch for the day, about $150 on average.

The impact: Ten students participated in cities ranging from neighboring Los Angeles and Altadena to farther away in Redmond, Wash., and Denver. Over all, student and alumni feedback indicated all parties were pleased with the experience.

“Students said this was something that they felt was informative for them, either picking a different major or thinking about an industry that they wanted to go into,” Braun said. Alumni said it was a feel-good experience and an opportunity for them to give back, as well.

One change staff are considering is to rebrand the program. The pilot was titled “Muddship,” a play on internship, which was confusing for both groups, so staff are brainstorming a new title that clarifies this isn’t work-based learning but a low-stakes career-exploration experience.

For next year, Braun and her team are hoping to offer job shadows over winter, spring and summer breaks, allowing more students to participate.

The program has limited funds, but Braun would like to see additional dollars invested for stipends on the front end so the students don’t have to pay out of pocket to participate. Braun also sees value in offering students the opportunity to travel to job shadows or providing students with professional dress to enter job-shadow spaces, which would require more financial resources, as well.

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August 19, 2025
Business Development Specialists at U-M

If you have the opportunity to apply for a job at the University of Michigan’s Center for Academic Innovation, do so. If they offer you the gig, accept.

The two roles that CAI is recruiting for that I want to highlight are:

I asked Suzanne Dove, CAI’s chief education solutions officer, to answer four questions about the roles.

Q: What is the university’s mandate behind these roles? How do they help align with and advance the university’s strategic priorities?

A: Education Solutions is a new team within the University of Michigan’s Center for Academic Innovation, charged with bringing strategic focus and forward momentum to our partnerships with external organizations, both private and public, seeking an innovative educational provider for workforce development.

A growing and robust set of high-value strategic partnerships is an essential component of CAI’s growth strategy in the decade ahead. We are responsible for engaging prospective partners, identifying opportunities and crafting relevant educational solutions in collaboration with other CAI teams and U-M faculty and ensuring a high-quality partner experience. We also provide thought leadership around the shifting workforce-development landscape.

Q: Where do the roles sit within the university structure? How will the hires in these roles engage with other units and leaders across campus?

A: The Center for Academic Innovation is a strategically focused central campus unit at the University of Michigan. We aim to shape the future of learning by unlocking new opportunities for the University of Michigan community and learners, as well as organizations around the world. Our vision is a future in which education connects and empowers learners everywhere to reach their full potential throughout their lives.

The people who join our team in these two new business development roles will play a vital role in connecting CAI to organizations outside the university, understanding and supporting solutions that fulfill these organizations’ evolving workforce and talent development needs, and helping us scale these partnerships in alignment with CAI’s mission. Successful candidates will bring expertise in developing and nurturing strong partnerships with external organizations at regional, national and international levels, as well as the ability to adopt an industry perspective.

Q: What would success look like in one year? Three years? Beyond?

A: Year one is about building the foundations for successful partnerships, both by experimenting with different ways we can serve organizational partners and by taking a systematic approach to deliver, evaluate and learn as we go. We will work together to establish a robust and vibrant pipeline of strategic partner organizations, evaluate their organizational learning needs and determine ways in which our current and future catalog of offerings can serve those needs.

At three years, I expect we will be engaging with a set of strategic external partnerships and have built our understanding of the educational solutions that we’re best positioned to provide. Beyond that, we want to scale these solutions to match the vast needs of workforce trends and transitions around the world.

Q: What kinds of future roles would someone who took either of these positions be prepared for?

A: I am excited for the people we hire as business development specialists because their work will position them at the intersection of building relationships, understanding the dynamic world of workforce learning and building internal processes to allow effective delivery of educational solutions for organizations. The result will be a tangible impact not only on people’s lives but also on the organization’s performance.

I can envision plenty of doors that would open as a result of success in one of these positions, depending on the individual’s interests: HR or talent development leadership; a workforce or economic development agency at the local, state, federal or even global level; or a larger or more complex business development portfolio.

One thing I have noticed about CAI since I joined a few months ago is that there are plenty of opportunities for team members to grow and stretch. If you are an intellectually curious, creative problem solver who leads by listening and collaborating, if you love to take an initial concept and help a team and organization bring it to life, I hope you’ll apply!

Please get in touch if you are conducting a job search at the intersection of learning, technology and organizational change. If your gig is a good fit, featuring your gig on Featured Gigs is free.

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August 19, 2025
Another Florida College Signs Agreement With ICE

Florida State College at Jacksonville has signed an agreement with U.S. Immigration and Customs Enforcement to allow its campus police department to enforce immigration laws.

An ICE database shows the agreement is still pending.

FSCJ joins more than a dozen other public institutions in Florida that struck similar agreements with ICE earlier this year, part of the state’s crackdown on immigration under Republican governor Ron DeSantis.

While police agencies in a number of other states have signed on to participate in the federal government’s immigration enforcement actions, the only campus police forces to join the effort are located in Florida, according to an ICE database that lists partners that have finalized agreements with the federal agency.

College officials previously told the local news outlet Jax Today that they were under the impression that FSCJ’s police department was too small to be considered for an agreement with ICE. However, spokesperson Jill Johnson told Inside Higher Ed by email that is not the case.

“Initially we thought that our police department was not large enough,” Johnson wrote. “This changed last week when we were notified that our officers were in fact eligible to go through the federal training necessary to be able to work with ICE officials, should the need arise.”

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August 19, 2025
Educators Can Teach Students to Write Well—and to Hope

To the editor:

I was absolutely appalled at the anonymous AP Literature and Composition reader’s summary of his time in Salt Lake City. I was even more appalled by his tone, which was condescending, arrogant and unapologetic, and by his sense of superiority. Far be it from me to evaluate how he might be as a teacher (especially if he had a bad night’s sleep, poor lamb), but his emphatic victimhood at the circumstances that accompanied the reading, which he signed up for, was more than off-putting; it was flat out reprehensible.

His attitude, that this whole event is beneath him, is hard to understand. Again, he chose to be there. He blatantly ignored his table leaders, skimmed rather than read essays and, behind the shield of anonymity, celebrated only giving a handful of 5s. He took it as a personal affront when he was asked to follow the rules. I feel especially bad for any AP student who suffered because of the negligence of this dismissive and self-pitying reader.

Worse, he used his entire experience as a microcosm for What’s Wrong With Education Today. The other readers are a part of this excoriation: While he gets up to give himself additional breaks, his colleagues “seem well adapted to the AP regimen, and to regimentation.” He, though, has escaped from Plato’s cave and has come back to tell us all … that the free coffee wasn’t very good.

This, while there are actual problems plaguing the state of college writing, from students uncritically using AI to assignments and essays that aren’t accurately evaluating student learning. With these legitimate concerns, it seems myopic to worry only that he encountered too few essays that contained “something insightful or fluent.” From that small sample, he concludes, “Is this how we’re educating the best and brightest, these college students of the near future? Are the vaunted humanities—assailed for years from without—rotting from within?”

A sharp reader might resist stooping to make such generalizations. A sharp reader might conclude that work written hastily on an unseen topic while myriad other concerns are influencing its writer will rarely be sufficiently fluent. But the author’s preoccupation with these flawed essays reveals something worse: an attitude more concerned with signifying his august tastes than celebrating some of the essays’ successes—which AP readers are explicitly tasked with doing. As many happiness scholars have noted, expressing gratitude is an often-effective way to combat negativity.

If I were the sort of writer who uses few examples to draw overconfident conclusions, I might argue that the anonymous author represents the worst sort of virtue signaler: one who simultaneously laments that the “army of food service workers, mostly Hispanic or Asian,” must serve all the readers, but who also overindulges on the free food (“my waistline expands”). He likewise points out the inequality women professors face (“That fits with the service-heavy load female professors typically shoulder at most universities”) while demeaning his own female table assistant-leader (ignoring her when she asked him to put away his phone). Dare one conclude that he is staring at the mere shadows of true virtue down in his cave of concrete convention center floors and thick black curtains?

Maybe I am overreacting. I have a visceral dislike for the sort of persona he displays here, and it was part of the reason I left higher education after finishing my Ph.D. At most academic conferences, especially in the humanities, where our findings aren’t as obviously helpful to the field as, say, the sciences, postering and self-aggrandizement were pervasive. Seven years ago, I became a high school teacher and now an AP Literature reader, and I’m happy to report that I find myself surrounded more by the optimism of youth than the performative jadedness of some of those in higher education.

I’m sorry the author wears his ennui and disillusionment as a signifier of his superiority. I’m sorry he celebrates his misanthropy alongside his impractically high standards. And it’s a shame that he was so disheartened by this experience, he felt the need to trash it publicly. To what end?

I was not at the author’s table this year. I’m sure my sunny disposition would have made me fodder for his future displeasure. (When he got to his table and saw so many people excited to start reading, he responded, “The enthusiastic vibe can’t help, either.”) But perhaps instead of focusing our energies complaining about the task of wading through essays or the state of writing today, we can embrace the role we have as educators. Few other positions offer that sort of direct influence on such a large number of people.

Hopefully, as we teach our students to write well and insightfully analyze texts, we can also teach them to see the hope that comes with possibility—to see that they can always find something to celebrate, as long as they try to have the right attitude.

Andrew J. Calis is an English teacher at Archbishop Spalding High School in Maryland.

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August 18, 2025
International Student Demand Remains High for Now

Despite federal attitudes and policies toward international students, demand to study in the U.S. remains high.

Photo illustration by Justin Morrison/Inside Higher Ed | Getty Images

Advocates for international students are raising alarms that federal actions are limiting foreign-born learners’ ability to study in the U.S. But researchers say the trend isn’t an indication of international student interest or demand to study in the U.S.

A late July survey of 300 foreign-born students found 91 percent plan to study in the U.S., despite funding cuts and internal instability in the U.S. The reputation of U.S. institutions also has yet to take a hit, with 99 percent of respondents indicating they still trust the academic quality of U.S. institutions.

That’s not to say students are unaware of or undeterred by changes at the federal level. Fifty-five percent of survey respondents indicated some level of concern about pursuing their degree in the U.S., and 50 percent said they’re less excited about the opportunity now than they were previously. The top reason their sentiment has changed is international tensions or politics (54 percent), followed by worries about political instability in the U.S. (45 percent).

Brian Meagher, vice president at Shorelight, a higher education consulting group focused on international students, said at an Aug. 12 media roundtable that even students caught in the visa backlog haven’t shifted their gaze to other countries yet. Instead, they are deferring to the spring semester. May data from the U.S. Department of State shows 19,000 fewer students received a F-1 or J-1 visa that month compared to May 2024, which experts say is the first sign that a fraction of expected students will be coming to campus this fall.

“Most of them want [to study in] the U.S.—they’re not changing their minds to the U.K. or Canada or Australia,” Meagher said. “We do think there will be a longer-term impact on switching to other country destinations as a result of this.”

Others are taking classes online at their host institution or enrolling in a satellite campus elsewhere in the world for their first term, but those are less popular options, Meagher said.

“In talking with prospective students, I’d say the belief is that this is a temporary changeover at an unfortunate time that may result in missing a fall semester,” Shorelight CEO Tom Dretler said during the roundtable.

Long-Term Challenges Expected

While international students see the changes as a short-term setback, some market predictions forecast significant changes to U.S. higher education enrollment and revenue. At least the lack of visas could impact future applications to U.S. colleges, Dretler said.

Research by Holon IQ, a global intelligence agency, points to the U.S. as a top destination country for international students for decades, but since 2016—roughly the start of the first Trump administration—the country lost 10 percentage points of its share of international students.

Starting in 2016, “the U.S. became perceived by some as less welcoming or safe, did not recruit international students as energetically, and denied a substantial fraction of student visa applications, while governments and university sectors in the other countries acted in concert to grow international student numbers,” according to an August report from Holon IQ.

Modeling by Holon IQ finds that a variety of actions by the federal government, including visa policy changes, a crackdown on universities and new tariffs could create barriers to students in the U.S. as well as a climate of uncertainty for prospective students.

The agency predicts the most likely trajectory is there will be a short-term decline in U.S. international enrollment, with 1.12 million students in 2030, unchanged from 2023 levels. But possible scenarios range from an increase in students of 8.3 percent to a drop of 7.9 percent by 2030.

“I think what’s happening in the U.S. is a point in time as to whether the U.S. will continue to lead and for how long it will continue to remain the global leader for international student mobility and a desired study destination,” said Patrick Brothers, co-CEO of Holon IQ Global Impact Intelligence, during the media roundtable.

Paying the Price

Experts warn that a lack of students on campus could mean billions in lost tuition revenue for years to come.

NAFSA, the association of international educators, reported if the number of new international student enrollment declined between 30 and 40 percent, it would result in a 15 percent drop in overall international enrollment and result in a loss of $7 billion in revenue.

June data from Shorelight found even a 20 percent decline would result in a $1.7 billion annual loss in tuition revenue, or $5 billion over four years.

“We think it’s going to be something that is negative for the U.S. economy, negative from a jobs perspective and also very hurtful to colleges and universities, but not always the one that people think,” Dretler said. Top universities will be able to weather the financial hit, pulling students off their waiting lists, but regional and community colleges will experience greater losses, which could increase tuition rates for middle-class families.

States with high international student enrollment would be hit hardest by the changes. Among the top states for international students—California, New York and Texas—Shorelight anticipates a total loss of $566.6 million and NAFSA projects a loss of $2.39 billion, based on their respective data models.

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August 18, 2025
Federal District Judge Rules Against Trump’s Anti-DEI Orders

One of the Trump administration’s attempts to terminate diversity, equity and inclusion initiatives on college campuses and in K–12 classrooms has been struck down by a federal district court judge who previously put the guidance on hold.

Judge Stephanie Gallagher declared in the Thursday ruling that the Department of Education broke the law when it tried to withhold grant funding from institutions that practiced DEI based on one of the president’s executive orders and a related guidance letter.

In her opinion, Gallagher focused less on the legality of the attempt to ban DEI itself, but rather the process through which the president and secretary of education tried to do so.

“This court takes no view as to whether the policies at issue in this case are good or bad, prudent or foolish, fair or unfair. But, at this stage too, it must closely scrutinize whether the government went about creating and implementing them in the manner the law requires. Here, it did not,” the judge wrote. “By leapfrogging important procedural requirements, the government has unwittingly run headfirst into serious constitutional problems.”

That said, she did explain the ways Trump’s policy violated the Constitution, saying, “The government cannot proclaim that it ‘will no longer tolerate’ speech it dislikes because of its ‘motivating ideology’—that is a ‘blatant’ and ‘egregious’ violation of the First Amendment.”

Gallagher’s decision followed a motion for summary judgment that was filed by the plaintiffs, the American Federation of Teachers and the American Sociological Association, after they won a preliminary injunction that blocked parts of Trump’s anti-DEI policy since April. (Gallagher was appointed by Trump during his first presidency in 2018.)

Since the Education Department’s anti-DEI guidance was enjoined, the Trump administration has made other attempts to block the same academic practices. Most recently, the Department of Justice published a nine-page memo that stated that DEI is unlawful and discriminatory.

Still, AFT president Randi Weingarten viewed the ruling as a “huge win” against Trump’s “draconian attacks on the essence of public education.”

“This decision rightly strikes down the government’s attempt to dictate curriculum, and, in so doing, upholds the purpose and promise inherent in our public schools,” Weingarten said in a news release.

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August 18, 2025
Student Success Coaching Success Stories

For Chianti Grantham, her vocation in life crystallized the moment she started teaching.

“The first time I stepped foot in a classroom, I knew that that’s what I was supposed to do. I knew that was my happy place.”

Grantham works as an academic success coach at Houston’s University of St. Thomas, in the Kolbe School of Innovation and Professional Studies, an associate degree–granting arm of the university that supports nontraditional learners. In her role, Grantham assists students who are facing challenges that are impeding their academic progress, including those who have fallen below a 2.0 GPA.

In an interview with Inside Higher Ed, Grantham discusses how she does the work and effective strategies she’s used to support her students.

Q: What experiences or training have helped you establish your student success philosophy?

A: All of the experience that I’ve had over the years has taught me how to do what I do. I have a varied amount of experience from teaching, from being a tutor, and I think that it grew as I matured and grew as an educator. So did my skill level and paying attention to the needs of the students, and establishing those relationships with the students.

One of my very first classes that I taught, I had a student disclose in a paper that he had HIV. I learned quickly, like, “OK, this is about more than just teaching these students how to write. I have to be a mother. I have to be a support system. I have to be that person that they can go to.” Because if he felt comfortable enough in disclosing something like that with me, then I have a lot of power, and I can use that power for good, or I can use that power for bad. I decided that I wanted to use that power for good, and I specifically wanted to serve the nontraditional, underserved population.

I’ve been an academic success coach for going on four years at St. Thomas and then two years prior with Lone Star College. I have found that, once I reach out to a student and I’m like, “Hey, your instructor indicated that you have fallen behind. You haven’t turned in your assignments. Your assignments have been subpar. You’ve been unresponsive,” whatever the situation is—I always ask for very detailed information about what’s going on with the student—it’s like the floodgates open. Students are like, “Oh my gosh, somebody called me, somebody cares.” And that’s what I normally hear, like, “Yes, I’m sorry. I lost my job,” or “I’m overwhelmed with work,” or “I’m overwhelmed with life,” or “I’m depressed,” or “My husband and I have separated.” It’s generally an external factor that is impeding them from being successful in the classroom.

What I tell our instructors is: We have to get to the root of the issue, but we have to get to the root of the issue early. Early intervention is the best and most viable way to help a student to be successful. If I don’t know until a week before classes end, I can’t help that student, right? But if I know week one, they haven’t submitted any assignments within that first week, I tell the instructors to contact me, give me their information, tell me what’s going on and I’m reaching out. In that instance, I can help a student to turn it around.

Q: You recently started a program to support students on academic probation. Can you talk about where that idea came from and where you saw a need to improve processes for these students?

A: What we’re trying to do is find as many ways to support the students in their success. So, specifically, when they’re on academic probation—meaning that they’ve fallen below a 2.0 grade point average—at that time, they go under my wing.

They’re required to be in contact with me, either through phone call or meeting face-to-face or virtually, just to help them get back on track. We’re sitting down, we are creating a routine and a study schedule that also includes their personal lives.

What I tell a student is “Let’s look at your personal as well as your professional life. Let’s put all of those responsibilities in a calendar.” So whether it be a paper calendar or on a cellphone—I’m an old-school person, so I actually do paper and I do my cellphone—I help them in that way.

I also refer them to other resources. If they’re telling me they’re having some type of housing issue, I will contact our residence life department. I’ve also sought out shelters, other community resources. I have advocated for students to get scholarships so that they can pay their rent. It’s a gamut of things.

I’m in the process now with one of my colleagues to write an academic probation course that the students must take for an entire semester, and it focuses on time management, organizational skills and some mental wellness tips. All of these things that I have either seen myself in interacting with students or in my conversations with faculty and adjuncts, things that they’ve seen. We’ll be launching that this semester.

Q: How do you balance the complexity of student support work? Each student is going to need a different thing, so how do you keep yourself educated as to what those resources are and who’s going to help you and be a partner in this work?

A: What I found early on in this role is that it’s super important, actually, that I build relationships with other departments around the campus.

I have also learned that it’s super important that I build relationships within the community. So there have to be people within the community that I can have a conversation with about, like, “Hey, I have a student that is unhoused. Can you help me? They need food; they need somewhere to live. They need clothing.” Those relationships are key. If I didn’t have those relationships, I wouldn’t be able to support my students.

Q: How have you built up relationships with instructors as well, letting them know that you’re here to help with students’ success?

A: At the beginning of every semester and then midway through the semester, I always send an email to all of the instructors reminding them, “I’m here. These are the services that I offer. These are the hours that I’m available if the students are performing at a lower level, if they’ve inquired about additional resources, if they’re unresponsive, if they said, ‘Hey, I just need help.’” If faculty feel they can’t offer that, those are the kind of things that I tell the instructors that I am able to help the students with.

Also, I advocate for the students. Because I know these students very well, I’m copied on all emails that are sent to students when there is an external factor that’s going on that’s impeding them from being successful. I’m able to just keep a pulse on what’s going on. But yeah, my relationships with the faculty are great. It has to be, because otherwise I wouldn’t be able to support my students.

Q: Do you have any advice for other academic success coaches you’d like to share?

A: The one thing that I would say is the relationships that you build are so key. If you have relationships, if you reach across the aisle, so to speak, and you keep an open mind, just because someone doesn’t look like you, just because someone doesn’t share the same interests and beliefs as you, doesn’t mean that you can’t have a relationship with them.

Some of the most beneficial relationships that I’ve had with students have been with people that are not like me and don’t share similar interests as me, but we’ve been able to come together.

A perfect example is I had a student come to campus. He is local, but he didn’t ever come on campus because our programs are fully online. He’s really shy, so when he came to campus, I made a point to introduce him to one of my colleagues over at the peer-mentor program so that he could become a peer mentor. I took him over to career services because he was interested in an internship program, so I put him in touch directly with the person that handles that. Then he was like, “Oh, well, I also want to get involved in this particular club.” Well, it just so happened that the person in career services is also over [at] that particular club.

I didn’t just pass him off like he was a baton or a number. I took him to these specific people. We had a conversation. We determined what the need was. I already knew what the need was, but I also have to help students advocate for themselves, right? That is the biggest thing—those relationships have been key, because I’ve been able to go into spaces that I wouldn’t otherwise be able to, or maybe not effectively go into.

If your student success program has a unique feature or twist, we’d like to know about it. Click here to submit.

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August 15, 2025
Recipe for Science Superpower? “Pay Your Taxes With Pride”

Denmark’s world-leading success in commercializing research should not be written off as a one-off confined to the country’s booming weight loss drug industry, a Nobel-winning scientist has argued.

Since Novo Nordisk’s diabetes treatment Ozempic was sold as weight-loss drug Wegovy, the Danish biotech company has quickly grown into one of the world’s biggest companies and Denmark’s largest single corporate taxpayer, contributing almost $4 billion in corporate taxes in the year ending March 2025—about half of the country’s total corporate take.

A further $3.8 billion in income taxes—which can reach up to 56 percent for higher earners—was also collected from Novo Nordisk staff in 2024.

That success has led to major interest in how Denmark’s model of combined strong fundamental and applied research paid off so spectacularly and whether it can be replicated, although some pundits have wondered whether the serendipitous discovery of Ozempic—whose roots lie in research on snake venom—represents a one-shot for its industrial science sector.

Speaking to Times Higher Education, however, the Nobel laureate Morten Meldal, who is professor of chemistry at the University of Copenhagen, said Novo Nordisk’s story should not be seen as an outlier in Danish research but one of many prosperous science-based companies based in the country of just six million people.

“Novo Nordisk is the result of Denmark’s system—its success is directly attributable to how our society operates: We have high taxes, but those taxes result in huge tax-exempt industrial foundations funding science and creating opportunities for both academic and industrial success. That is why Novo Nordisk happened in Denmark,” said Meldal, who won the Nobel Prize for chemistry in 2022.

While Novo Nordisk—whose $570 billion valuation last year was famously larger than Denmark’s entire GDP—has captured the interest of research policymakers, it should be understood in a wider context of sustained investment in research from industry, he added.

“Look at Novozymes, Maersk, Carlsberg—if you consider how much our companies invest in research, it is far more than the government. Novo Nordisk has the blockbuster product now, but it arrived within the context of our system—there are lots of companies doing well by commercializing research.”

Noting the advances made by U.S.-based Eli Lilly, which has two medications—Mounjaro and Zepbound—approved for use by American regulators, Meldal predicted that Novo Nordisk’s undisputed advantage in this area will eventually be eroded. But Denmark’s system will produce other big science success stories, said the biochemist, who leads the synthesis group in the chemistry department at the Carlsberg Laboratory.

“We have won so much with Novo Nordisk, but its scientific success is the rule, not the exception,” he said, underlining the importance of basic research to create the opportunities of tomorrow.

Denmark’s success in research has an even simpler root, continued Meldal, who was speaking at the annual Lindau Nobel Laureate Meeting held in southern Germany last month.

“The best investment that any country can make is education; the payback on this is huge, and that allows for other investments, such as science. To do this you need our high-tax system and a government dedicated to long-term success of the entire society,” he said.

“My advice to any country who wants Denmark’s system of science is simple: Pay your taxes with joy and ask for return on investment for the community.”

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August 15, 2025
CEO Reflects as the Common App Marks 50 Years

Ever since 15 private colleges and universities teamed up to launch the Common App 50 years ago, the college admissions form has shifted practices and technology to meet the changing needs of institutions and students.

For instance, the latest iteration of the application, which opened Aug. 1 for the 2026–27 academic year, has what the organization calls a “refreshed look” and a new question that allows students to share their experiences with working at a paid job or taking care of their siblings. Common App, the nonprofit that runs the portal, piloted the Responsibilities and Circumstances question over the last three years, which showed in part “the importance of giving students space—beyond the personal essay—to share how these factors have shaped their high school experience,” the organization wrote in its innovation guide.

Common App is continuing to build out its Direct Admissions program, in which eligible students get an admissions offer before they actually apply. In its second year, 119 institutions have participated in the initiative and more than 700,000 students received offers.

Nearly 1.5 million first-time applicants completed the Common App in the 2024–25 cycle, submitting more than 10 million applications, according to a report released this week. That included just over 571,000 first-generation students—a 14 percent increase compared to the previous cycle. The Common App is aiming to continue to increase the number of applicants who are first-generation and from low- or middle-income households as it seeks to close equity gaps.

For this current cycle, more than 1,100 institutions are participating in the Common App, which includes 10 community colleges—yet another change for the organization aimed at ensuring students know about the available opportunities.

As the organization marks its 50th anniversary, CEO Jenny Rickard sat down with Inside Higher Ed to talk about how the Common App has changed over the years and what’s next. The conversation has been edited for clarity and length.

Q: How has the founding and the history of Common App influenced the organization today?

Jenny Rickard has led Common App since 2016.

A: The thing about Common App that is unique is how its mission actually has not changed over the 50 years of history. It still is an organization that is governed by our members. The mission has always been to simplify the admission process to enable more students to gain access to higher education. So the idea of trying to simplify the college application process by collaborating and working with all the different stakeholders in the admission process—that include students, applicants, school counselors and, obviously, admission officers—is how we go about developing this application, and it’s critically important that we listen to all of those different constituencies. Over the 50 years of Common App, what has changed is technology and the demand for higher education has continued to grow over that time. Just as the times have changed, we’ve expanded the types of institutions that we serve. As a result of that, the students and the different high schools or secondary schools that we’re able to reach.

Q: As the demographics of who is attending college have changed, Common App has made an effort to adjust to that, such as working to better serve financially independent students. So what are the biggest demographic shifts happening now and that you see coming in the applicant pool over the next few years? And how are you looking to accommodate and invest in those changes?

A: I think one of the main challenges over the past 50 years has actually been reaching different socioeconomic groups. So our moon shot that we launched to close our gap in the income bands of students using Common App shined a light on the access challenges that higher ed has faced. And some of the initiatives that we have launched are to address that gap—70 percent of the students using Common App to apply to college are from above the national median income and 30 percent are below. And that’s something that has been pretty constant in the college admissions space. We’re working through some of the initiatives that we’ve launched to reach out to more low- and middle-income students who may not think that college is something that’s possible for them, to let them know it is possible and you can go to college, and colleges would love to see you there.

So it’s trying to go beyond addressing some of what I’d call the logistical barriers that students face to apply to college and get to some of the social and economic barriers that students face in applying to college. The main theme of what we’re trying to accomplish these days is expanding access to students who have felt that higher education may not be attainable for them.

Q: One of those initiatives is direct admissions. Why is that something you wanted to invest in and how’s the program going?

A: There are students who won’t even create a Common App account because they fear that rejection. And so one of the things that we’re working on is, how do we give students the positive reinforcement that you are going to be able to find a college? There are colleges that would love to enroll you. That can then inspire them to not only perhaps apply to some of the colleges that are reaching out to them, but also maybe think more broadly about where they might want to go to school and understand that they have some agency in this process.

How we went about doing our direct admission work was inspired by the state of Idaho that had launched a program to let high school students know about the state institutions that they could get into. And we looked at that and thought, “Wow, what could Common App do nationally to help students in states that may not have a direct admission program, but also be able to expose them to the 1,100 colleges and universities that are members of this nonprofit membership association?”

We did three different pilots to email students. We worked on the language and tried to understand from the student perspective what they were experiencing. We worked with our member colleges to understand the process from their vantage point as well as school counselors to see what might work best for their students and how to support them in this effort. And after the three pilots, we decided we could scale it and also enhance the technology so that we went beyond an email notification.

Once they’re in Common App, they can now have a dashboard to see which schools would already admit them if they just continued in the process with those institutions. Every year, we make enhancements to the process as we learn from all the different stakeholders about which aspects are supporting students the best and which are supporting the institutions the best.

Q: And the number of institutions participating in the direct admissions program is going to increase to more than 200 this fall, correct?

A: I found it overwhelming, in a really great way, that we reached out to over 700,000 individual students with direct admission offers last year. Thinking about the scale that we have and being able to provide that positive reinforcement to help encourage students to continue in the admission process and be able to attain higher education is really exciting.

Q: Certain elements of the admissions process are under scrutiny, such as concerns about standardized tests. I recently wrote about a report led by a Common App researcher that found letters of reference for some minority groups tend to skew shorter. What do you make of those debates and how do you think college admissions will change over the next several years?

A: As technology changes and institutions look at their own way of doing their admission processes, we will continue to work with our members to understand what they are experiencing and what they are wanting in order to enroll the classes of students that they want and who will thrive on their campuses. We have a common platform, but there is also flexibility by institutional type, as well as a section for colleges to have their own questions beyond what’s on the common form. That format has provided the flexibility for us to be able to have a very diverse group of members, and also in welcoming associate’s degree–granting community colleges to the platform.

We’ve been constantly evolving as the higher education environment has evolved, as technology has evolved. When you look back at Common App 50 years ago, its technology inspiration was the photocopier, and the idea was a really great idea of admissions deans seeing that they were asking some similar questions, maybe they could streamline this process for students. And then floppy disks came along, and admissions officers and college counselors said, “We need to move into this floppy disk area.” And they quickly pivoted when the internet came out, and in 1998 launched the first online application. So we will continue to evolve. Obviously, with artificial intelligence, we’re looking into how this can assist in the process.

Q: Common App has reams of data about students’ applications, and the organization has worked to make that information more easily available. What do you see as Common App’s role in the world of higher ed research?

A: We were very grateful to the Gates Foundation who, over five years ago, awarded us a grant to create a data warehouse so that we could share nationally about trends in the college application process and help shine a light on areas where there are differences across institutions and across students. So you pointed to that research about how recommendations for some populations of students aren’t as strong as others. What does that mean? And is that a reflection of the students? Is it a reflection of the secondary schools that they might attend?

Because when you think about the great diversity of colleges, the diversity of secondary schools is that much more, and the opportunities that students have [are] so different, and being able to really highlight what that means from a student access perspective is critically important for all of us to try to make sure that students have the same level of opportunities.

So investing in that data warehouse—and that investment from the Gates Foundation—is something that has really transformed us, not just only from the research reports that we’re able to do but also during COVID, we were able to see right away that first-generation college students’ applications had really dropped off. And we were able to alert all of our members that COVID was really having an impact on first-generation college students and [look into] what we could all do to try to mitigate that negative impact.

It also has been important for us to be able to understand how students are persisting within the Common App, and to help us enhance the system to try to ensure that students are not only able to start an application but to complete the application. And we’ve been able to collaborate with organizations like the National Student Clearinghouse to see if students are persisting in college. We have been able to add the texture that the admission application provides to the clearinghouse data to understand more about student behavior, not only in Common App but also in college.

I see that as all critical in terms of informing our broad community about the kinds of changes we might need to make or things that we might want to stop doing because it’s not helping the situation. The data has really just shined a light on a number of the challenges in the admission process and informed us about ways that we might be able to mitigate those challenges. Direct admission is one of those.

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August 15, 2025