Tag: Education

  • Will GenAI narrow or widen the digital divide in higher education?

    Will GenAI narrow or widen the digital divide in higher education?

    by Lei Fang and Xue Zhou

    This blog is based on our recent publication: Zhou, X, Fang, L, & Rajaram, K (2025) ‘Exploring the digital divide among students of diverse demographic backgrounds: a survey of UK undergraduates’ Journal of Applied Learning and Teaching, 8(1).

    Introduction – the widening digital divide

    Our recent study (Zhou et al, 2025) surveyed 595 undergraduate students across the UK to examine the evolving digital divide across all forms of digital technologies. Although higher education is expected to narrow this divide and build students’ digital confidence, our findings revealed the opposite. We found that the gap in digital confidence and skills between widening participation (WP) and non-WP students widened progressively throughout the undergraduate journey. While students reported peak confidence in Year 2, this was followed by a notable decline in Year 3, when the digital divide became most pronounced. This drop coincides with a critical period when students begin applying their digital skills in real-world contexts, such as job applications and final-year projects.

    Based on our study (Zhou et al, 2025), while universities offer a wide range of support such as laptop loans, free access to remote systems, extracurricular digital skills training, and targeted funding to WP students, WP students often do not make use of these resources. The core issue lies not in the absence of support, but in its uptake. WP students are often excluded from the peer networks and digital communities where emerging technologies are introduced, shared, and discussed. From a Connectivist perspective (Siemens, 2005), this lack of connection to digital, social, and institutional networks limits their awareness, confidence, and ability to engage meaningfully with available digital tools.

    Building on these findings, this blog asks a timely question: as Generative Artificial Intelligence (GenAI) becomes embedded in higher education, will it help bridge this divide or deepen it further?

    GenAI may widen the digital divide — without proper strategies

    While the digital divide in higher education is already well-documented in relation to general technologies, the emergence of GenAI introduces new risks that may further widen this gap (Cachat-Rosset & Klarsfeld, 2023). This matters because students who are GenAI-literate often experience better academic performance (Sun & Zhou, 2024), making the divide not just about access but also about academic outcomes.

    Unlike traditional digital tools, GenAI often demands more advanced infrastructure — including powerful devices, high-speed internet, and in many cases, paid subscriptions to unlock full functionality. WP students, who already face barriers to accessing basic digital infrastructure, are likely to be disproportionately excluded. This divide is not only student-level but also institutional. A few well-funded universities are able to subscribe to GenAI platforms such as ChatGPT, invest in specialised GenAI tools, and secure campus-wide licenses. In contrast, many institutions, particularly those under financial pressure, cannot afford such investments. These disparities risk creating a new cross-sector digital divide, where students’ access to emerging technologies depends not only on their background, but also on the resources of the university they attend.

    In addition, the adoption of GenAI currently occurs primarily through informal channels via peers, online communities, or individual experimentation rather than structured teaching (Shailendra et al, 2024). WP students, who may lack access to these digital and social learning networks (Krstić et al, 2021), are therefore less likely to become aware of new GenAI tools, let alone develop the confidence and skills to use them effectively. Even when they do engage with GenAI, students may experience uncertainty, confusion, or fear about using it appropriately especially in the absence of clear guidance around academic integrity, ethical use, or institutional policy. This ambiguity can lead to increased anxiety and stress, contributing to wider concerns around mental health in GenAI learning environments.

    Another concern is the risk of impersonal learning environments (Berei & Pusztai, 2022). When GenAI are implemented without inclusive design, the experience can feel detached and isolating, particularly for WP students, who often already feel marginalised. While GenAI tools may streamline administrative and learning processes, they can also weaken the sense of connection and belonging that is essential for student engagement and success.

    GenAI can narrow the divide — with the right strategies

    Although WP students are often excluded from digital networks, which Connectivism highlights as essential for learning (Goldie, 2016), GenAI, if used thoughtfully, can help reconnect them by offering personalised support, reducing geographic barriers, and expanding access to educational resources.

    To achieve this, we propose five key strategies:

    • Invest in infrastructure and access: Universities must ensure that all students have the tools to participate in the AI-enabled classroom including access to devices, core software, and free versions of widely used GenAI platforms. While there is a growing variety of GenAI tools on the market, institutions facing financial pressures must prioritise tools that are both widely used and demonstrably effective. The goal is not to adopt everything, but to ensure that all students have equitable access to the essentials.
    • Rethink training with inclusion in mind: GenAI literacy training must go beyond traditional models. It should reflect Equality, Diversity and Inclusion principles recognising the different starting points students bring and offering flexible, practical formats. Micro-credentials on platforms like LinkedIn Learning or university-branded short courses can provide just-in-time, accessible learning opportunities. These resources are available anytime and from anywhere, enabling students who were previously excluded such as those in rural or under-resourced areas to access learning on their own terms.
    • Build digital communities and peer networks: Social connection is a key enabler of learning (Siemens, 2005). Institutions should foster GenAI learning communities where students can exchange ideas, offer peer support, and normalise experimentation. Mental readiness is just as important as technical skill and being part of a supportive network can reduce anxiety and stigma around GenAI use.
    • Design inclusive GenAI policies and ensure ongoing evaluation: Institutions must establish clear, inclusive policies around GenAI use that balance innovation with ethics (Schofield & Zhang, 2024). These policies should be communicated transparently and reviewed regularly, informed by diverse student feedback and ongoing evaluation of impact.
    • Adopt a human-centred approach to GenAI integration: Following UNESCO’s human-centred approach to AI in education (UNESCO, 2024; 2025), GenAI should be used to enhance, not replace the human elements of teaching and learning. While GenAI can support personalisation and reduce administrative burdens, the presence of academic and pastoral staff remains essential. By freeing staff from routine tasks, GenAI can enable them to focus more fully on this high-impact, relational work, such as mentoring, guidance, and personalised support that WP students often benefit from most.

    Conclusion

    Generative AI alone will not determine the future of equity in higher education, our actions will. Without intentional, inclusive strategies, GenAI risks amplifying existing digital inequalities, further disadvantaging WP students. However, by proactively addressing access barriers, delivering inclusive and flexible training, building supportive digital communities, embedding ethical policies, and preserving meaningful human interaction, GenAI can become a powerful tool for inclusion. The digital divide doesn’t close itself; institutions must embed equity into every stage of GenAI adoption. The time to act is not once systems are already in place, it is now.

    Dr Lei Fang is a Senior Lecturer in Digital Transformation at Queen Mary University of London. Her research interests include AI literacy, digital technology adoption, the application of AI in higher education, and risk management. lei.fang@qmul.ac.uk

    Professor Xue Zhou is a Professor in AI in Business Education at the University of Leicester. Her research interests fall in the areas of digital literacy, digital technology adoption, cross-cultural adjustment and online professionalism. xue.zhou@le.ac.uk

    Author: SRHE News Blog

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

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  • March Brought Another Round of Job and Program Cuts

    March Brought Another Round of Job and Program Cuts

    March brought layoffs, buyouts and the elimination of multiple academic programs as universities sought to plug budget holes wrought by sector challenges and state budget issues.

    While many universities have announced hiring freezes and other moves due to the uncertainty of federal funding under Trump, the cuts below are not directly tied to the administration’s efforts to slash budgets and shrink the government. Instead, they are linked largely to dwindling enrollment or the loss of state funding.

    University of Dayton

    Officials at the private, Catholic research institution in Ohio announced cuts last month that affect 65 employees; 45 faculty members will not have their contracts renewed and 20 staff positions have been eliminated, The Dayton Daily News reported.

    Affected employees will reportedly be offered severance packages.

    Total cuts are projected to save the university $25 million over three years, the newspaper reported. Officials at the university said the moves were “focused on financial sustainability,” noting that while Dayton does not currently have a budget deficit, the change better positions it for the future.

    Wagner College

    The private liberal arts college in New York is looking to phase out as many as 21 programs in an effort to reverse recent enrollment declines, The Staten Island Advance reported.

    The changes reportedly could affect up to 40 full-time faculty members.

    Less popular academic programs—including anthropology, chemistry, English, history, math, modern languages, sociology, philosophy and physics—are among those that may be wound down. Officials told the newspaper that the process will be completed over the next 12 to 18 months.

    Kent State University

    Up to 30 administrative positions and nine majors are being eliminated at the public university in Ohio as part of a phased academic realignment that was approved by the board last month, WKYC reported. Kent State will also shrink the number of academic colleges from 10 to nine.

    The changes are part of a phased plan to be completed in 2028.

    The plans cites two goals: “First to strengthen academic affairs by reorganizing and realigning our academic units so that we are more cost efficient and therefore sustainable, and second, to ensure that we are providing the most in-demand, up-to-date and relevant academic programs and services for our learners,” executive vice president and provost Melody Tankersley said in an announcement last month following approval of the restructuring plan by Kent State’s board.

    Lakeland Community College

    Facing a $2 million budget deficit, the public two-year college in Ohio is laying off 10 faculty members and not replacing 14 professors set to retire, Ideastream Public Media reported.

    Another eight faculty members who will retire next year will also not be replaced.

    Between the cuts and retirements, Lakeland expects to save $2.3 million this year and another $800,000 next year. It will reinvest $225,000 in three faculty positions in manufacturing, welding and electrical engineering as it prioritizes workforce development.

    Lakeland also plans to close an unspecified number of low-enrollment programs.

    St. Norbert College

    The private, Catholic college in Wisconsin announced plans last month to lay off 27 professors and cut more than a dozen programs to address its budget deficit, Wisconsin Public Radio reported.

    Cuts will shave an estimated $5 million off the $12 million budget deficit. Of the 27 affected faculty members, 21 are set to lose their jobs in May, and the remaining six will be let go in 2026.

    Averett University

    Grappling with financial pressures, the small, private institution in Virginia announced plans last month to eliminate 15 jobs as part of cost-cutting measures, The Chatham Star-Tribune reported.

    Additionally, Cardinal News reported this week that Averett listed its equestrian center for sale.

    The university has navigated steep financial issues since last summer, when officials discovered a financial shortfall brought about by unauthorized withdrawals from the endowment by a former employee. While they said there was no evidence of embezzlement or misuse of the funds, the fiscal mismanagement prompted Averett to take a series of ongoing measures to fix its finances.

    Oklahoma State University

    Fallout continues at Oklahoma State, where the university laid off 12 Innovation Foundation employees after a recent audit uncovered financial missteps there, Oklahoma Voice reported.

    Affected staffers will not receive severance but will remain employed through June 1.

    In February, Oklahoma State president Kayse Shrum stepped down abruptly amid a review of improper transfers of legislatively appropriated funds. An audit later found that $41 million in state appropriations “were not properly restricted and in some instances were co-mingled with other funds” in violation of state laws and policies. In one instance, $11.5 million intended for other programs had been directed without board approval to OSU’s Innovation Foundation instead.

    St. Joseph’s University

    Officials offered buyouts to some faculty and staff last month as the private Jesuit university seeks to close a budget deficit following recent mergers, The Philadelphia Inquirer reported.

    St. Joseph’s absorbed the University of the Sciences in 2022 and added Pennsylvania College of Health Sciences in 2023, which officials told the newspaper left them with a “small deficit.” President Cheryl McConnell did not specify a dollar figure in an interview with the Inquirer.

    She added that there was no specific target number for buyouts, but when asked about potential layoffs, McConnell said it “depends on the nature of voluntary separation plan results.”

    Utah State University

    Voluntary buyouts are on the table and layoffs could be on the horizon at the public university following $17.3 million in budget cuts from the State Legislature, The Cache Valley Daily reported.

    Those cuts were spread across two years, with the university taking a $12.5 million hit this year. However, USU could restore that money through the state’s strategic reinvestment initiative, which allows universities to regain funding if leaders can identify areas for cuts and shift resources toward strategic initiatives favored by the state.

    Weber State University

    Elsewhere in Utah, Weber State is also grappling with budget issues imposed by the state.

    With anticipated budget cuts of $6.7 million due to the same strategic realignment initiative, Weber State is also offering voluntary separation incentives to employees, Deseret News reported. The university also plans to restructure some academic programs, including the College of Education.

    Budget changes in Utah will also affect the other six state institutions, but not all have made their plans public yet.

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  • Innovation, Collaboration During Challenging Times

    Innovation, Collaboration During Challenging Times

    I just returned from the UPCEA annual conference held in Denver. A record attendance of some 1,300 administrators, faculty and staff from member institutions gathered to share policies, practices, innovations and knowledge in advancing the mission of higher education in 2025. It was a thriving and exciting environment of energy and enthusiasm in seeking solutions to challenges that confront us today and into the future.

    Recent policy shifts regarding the federal funding of grants provided by the institutes and foundations that support university research were on the minds of most who attended. These topics provided the undercurrent of discussions in many of the sessions. The spirit was one of supporting each other in advancing their initiatives despite the prospect of cuts in federal support. The confluence of the demographic enrollment cliff of college-bound students due to the drop in births during the previous recession of 2007–09 and additional promised cuts in funding from federal and many state sources created an environment for collaboration on solving shared challenges rivaled only by that of the COVID-19 pandemic.

    A number of the sessions addressed innovations with cost savings, efficiencies and effectiveness gains that can be realized by thoughtfully introducing artificial intelligence into supporting many aspects of the higher education mission. The potential savings are significant if AI can take over duties of positions that become vacant or instances where staff are better utilized by shifting their efforts elsewhere.

    By fall 2025, readily available AI tools will be able to serve in course development, delivery and assessment:

    • Conceive, design, create online (even self-paced) courses
    • Adapt and update class materials with emerging concepts, societal situations and news context
    • Lead and assess class discussions—stimulate deeper thought and engagement
    • Assess course assignments with personalized recommendations to fill in the gaps in knowledge
    • Provide one-on-one counseling on academic matters and referrals for personal challenges
    • Create a summative assessment of course outcomes and initiate revisions for improvement
    • Generate a deep-thinking report for administrators and committees to consider

    By this fall, readily available AI tools will be able to serve in curriculum development, marketing and student onboarding:

    • Survey specified fields for addition or expansion of degree and certificate programs
    • Recommend detailed curriculum for new programs and suggest tuition/fees
    • Create marketing plans after developing a report on demand and competitors in the program area
    • Develop, track, implement and adapt marketing budget
    • Prepare and support student advising to optimize retention and completion
    • Prepare updated and revised plans for spring 2026

    By fall 2025, develop optimal staff allocation and review process:

    • Assess performance evaluations, recommend additional interviews as appropriate
    • Develop, refine and utilize departmental/college priority list to respond to revenue and enrollment trends for the year
    • Match staff skills with desired outcomes
    • Monitor productivity and accomplishments for each employee
    • Make recommendations for further efficiencies, having AI perform some tasks such as accounting and data analysis previously done by humans
    • Be responsive to employee aspirations and areas of greatest interest
    • Review and prepare updated and revised plans for spring 2026

    These tasks and many more can be accomplished by AI tools that can be acquired at modest costs. Of course, they must be carefully reviewed by human administrators to ensure fairness and accuracy are maintained.

    I learned from a number of those attending the UPCEA conference that, in these relatively early stages of AI implementation, many employees harbor fears of AI. Concerns center around human job security. While there are many tasks that AI can more efficiently and effectively perform than humans, most current jobs include aspects that are best performed by humans. So, in most cases, the use of AI will be in a role of augmentation of human work to make it more expedient and save time for other new tasks the human employees can best perform.

    This presents the need for upskilling to enable human staff to make the efficiencies possible by learning to work best with AI. Interestingly, in most cases experts say this will not require computer coding or other such skills. Rather, this will require personnel to understand the capabilities of AI in order to tap these skills to advance the goals of the unit and university. Positions in which humans and AI are coworkers will require excellent communication skills, organizational skills, critical thinking and creative thinking. AI performs well at analytical, synthetical, predictive and creative tasks, among others. It is adept at taking on leadership and managerial roles that recognize the unit and institutional priorities as well as employee preferences and abilities.

    How then can we best prepare our staff for optimizing their working relations with the new AI coworkers? I believe this begins with personal experience with AI tools. We all should become comfortable with conducting basic searches using a variety of chat bots. Learning to compose a proper prompt is the cornerstone of communicating with AI.

    The next step is to use a handful of the readily available deep-research tools to generate a report on a topic that is relevant to the staff member’s work. Compare and contrast those reports for quality, accuracy and the substance of cited material. Perform the research iteratively to improve or refine results. This Medium post offers a good summary of leading deep-research engines and best applications, although it was released in February and may be dated due to the Gemini version 2.5 Pro released on March 26. This new version by Google is topping many of the current ratings charts.

    In sum, we are facing changes of an unprecedented scale with the disruption of long-standing policies, funding sources and a shrinking incoming student pool. Fortunately, these changes are coming at the same time as AI is maturing into a dependable tool that can take on some of the slack that will come from not filling vacancies. However, to meet that need we must begin to provide training to our current and incoming employees to ensure that they can make the most of AI tools we will provide.

    Together, through the collaborative support of UPCEA and other associations, we in higher education will endure these challenges as we did those posed by the COVID pandemic.

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  • Wellesley Surpasses $100K Sticker Price

    Wellesley Surpasses $100K Sticker Price

    Jessica Rinaldi/The Boston Globe/Getty Images

    Wellesley College appears to be the first higher ed institution in the nation to hit the $100,000 annual sticker price.

    The cost to attend the all-women’s college this coming fall will be $100,541, as Boston Business Journal first reported. That includes direct costs of $92,440—which covers undergraduate tuition, housing, fees and meals—plus indirect costs, such as books, personal expenses, travel, transportation, and optional health insurance. Wellesley now appears to be the most expensive college in the country.

    Various other universities have approached the six-figure mark for undergraduate tuition and indirect costs in recent years but managed to remain below it. When Inside Higher Ed explored this issue last year, it appeared that Vanderbilt University might be the first to cross the threshold, with estimated costs for undergraduate students in certain programs, such as engineering, hitting almost $98,000. Others at or over the $90,000 line include the University of Chicago, the University of Southern California, Washington University in St. Louis and Tufts University, and a handful of other highly selective, private institutions.

    Wellesley spokesperson Stacey Schmeidel wrote in an email to Inside Higher Ed Tuesday that the college “meets 100% of the calculated need for all students” and is “committed to making a Wellesley education accessible to all.” Additionally, she noted that “loans are eliminated for students with total parent income less than $100,000 and calculated family contribution of less than $28,000. The average indebtedness of our 2023 graduates is $18,500, well below the national average.”

    She added that indirect costs vary by student and “the majority” do not pay sticker price.

    Schmeidel also wrote that more than 50 percent of students decline the optional health insurance, which, at $4,051, is the most expensive item on the list of indirect costs. Of those who do opt in, nearly half receive institutional grants to cover the entire cost, she noted.

    Despite the potential sticker shock, Wellesley’s website plugs an education that is “more affordable than you think.” Wellesley has a financial aid budget of more than $84 million, according to its website.

    That is also the case at many other well-endowed colleges where, regardless of the listed price, most students don’t pay the full amount. Tuition discounting has soared in recent years and remains well over 50 percent across the U.S. A recent study of 325 private nonprofit colleges conducted by the National Association of College and University Business Officers pegged the average tuition discount rate for first-time, full-time students at 56 percent, and 52 percent for all undergraduate students. Both numbers are all-time highs.

    While public concerns about higher education have often focused on college costs, debt and the return on investment, Wellesley and its high-priced peers are outliers in terms of cost. A recent College Board analysis found that in the 2024–25 academic year, the average sticker price was $43,350 for private nonprofit four-year institutions, $30,780 for out-of-state students attending public universities, and $11,610 for in-state students at public universities.

    Bryan Alexander, a senior scholar at Georgetown University who has been writing about college costs nearing the $100,000 mark since 2018, correctly predicted in 2023 that Wellesley would be one of the first institutions to reach six figures by the 2026–27 academic year.

    Asked what he thought about his prediction coming to pass, Alexander responded with multiple questions.

    “Will this pricing make the college more desirable, as a luxury good? Or will it drive away would-be students from sticker shock?” he wrote by email. “How many universities, scared of [the Trump administration], will make such a price hike to raise funds when grants are cut?”

    He also pondered what it might mean for public perception, writing, “Wellesley is a small liberal arts college, but some universities are also playing this pricing game. Will [small liberal arts colleges] become seen as too pricey, or will all of higher ed get tarred with this brush?”

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  • Cornell Student Who Faced Deportation Leaves the Country

    Cornell Student Who Faced Deportation Leaves the Country

    Momodou Taal, the Cornell University graduate student who said his institution effectively tried to deport him in the fall over his pro-Palestine activism, announced Monday he’s leaving the U.S. of his own accord under threat from the Trump administration.

    “I have lost faith I could walk the streets without being abducted,” Taal wrote on X. He added that “we are facing a government that has no respect for the judiciary or for the rule of the law.”

    On March 15, Taal, his professor and another Cornell Ph.D. student sued President Trump, the Department of Homeland Security and Homeland Security secretary Kristi Noem, challenging executive orders that empowered immigration officials to deport noncitizens they deem national security threats. Immigration officers have targeted multiple international students suspected of participating in pro-Palestine protests. Taal is a U.K. and Gambian citizen.

    A few days after he sued, Immigration and Customs Enforcement agents visited Taal in what Homeland Security acknowledged “was an attempt to detain him,” he said in a court filing. The State Department had revoked Taal’s visa, according to the lawsuit.

    Now his lawyers have dismissed the case. “Trump did not want me to have my day in court and sent ICE agents to my home,” Taal wrote on X.

    In an email to Inside Higher Ed Tuesday, an unnamed “senior” Homeland Security official called it “a privilege to be granted a visa to live and study” in the U.S.

    “When you advocate for violence and terrorism, that privilege should be revoked, and you should not be in this country,” the official said. “We are pleased to confirm that this Cornell University terrorist sympathizer heeded Secretary Noem’s advice to self-deport.”

    When asked for specifics on when Taal sympathized with terrorism, Homeland Security pointed to where Taal referenced in his Monday post the “Zionist genocide,” and wrote, “Long live the student intifada!” In his post, Taal wrote that the “repression of Palestinian solidarity is now being used to wage a wholesale attack on any form of expression that challenges oppressive and exploitative relations in the US.”

    Taal added, “If you have been led to think that your safety is only guaranteed by state kidnap, repression, deportation, the slaughter of children, and the suppression of the global majority, then let Gaza’s shards of glass be your mirror.”

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  • U of Washington Research Coordinators, Consultants Unionize

    U of Washington Research Coordinators, Consultants Unionize

    More than 700 University of Washington research coordinators and consultants have unionized, joining already organized research scientists and engineers there to create a bargaining unit more than 2,000 members strong, the union announced.

    UAW 4121 said in a news release Tuesday that research coordinators and consultants are largely health-care professionals focused on research.

    “They are responsible for running clinical trials, liaising with patients and scientists, and ensuring that research results are grounded in rigorous science,” the release said. “Despite the critical role they play at the university, many report job insecurity, a lack of transparency around career advancement and workload, low compensation relative to cost of living, and more as their reasons for forming a union.”

    “The University of Washington recognizes and respects the right of employees to organize,” university spokesperson Victor Balta wrote in an email to Inside Higher Ed. “UW values the research coordinators and consultants who help make vital work possible and we look forward to negotiating in good faith their inclusion into the existing UAW 4121 bargaining unit of research scientists and research engineers.”

    Mike Sellars, executive director of Washington State’s Public Employment Relations Commission, said his agency certified the unionization of the research coordinators and consultants Thursday. Nearly 400 employees submitted cards in favor of unionizing. A union spokesperson said cards were collected over the past year.

    Mike Miller, director of UAW Region 6, said in the news release, “As workers and workers rights’ are under assault by the Trump administration, it’s never been more important to have the rights and protections of a union.”

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  • 15 Must-Have Features of a Cloud Based LMS in Higher Education

    15 Must-Have Features of a Cloud Based LMS in Higher Education

    Higher education in 2025 will be about customized, data-driven, flexible learning opportunities rather than only classrooms and textbooks. These days, a cloud-based LMS system is not a luxury; rather, it is a must for universities trying to keep competitive, increase student involvement, and raise results.

    But among hundreds of sites available, how do you choose the best one? Supported by statistics and meant to enable institutions to flourish, let us explore the 15 must-have characteristics of a modern customisable LMS for universities.

     

    The 15 Must-Have Features for a Higher Education Learning Management System (LMS) in 2025

     

     

    1. Support for blended learning

    There is nowhere hybrid learning is headed. 73% of students, according to studies, would rather combine in-person and online instruction. To provide an immersive, adaptable experience, your LMS should easily combine digital materials with conventional classrooms.

     

    2. Learning with self- pace

    Students pick things up at varying rates. According to the Research Institute of America, a self-paced learning environment allows students to direct their development, therefore enhancing retention between 25 and 60%. Bonus—also Designed in-house tests and checkpoints help pupils stay on target.

     

    3. Tools for collaborative learning

    Better still is learning when done jointly. Especially crucial for Gen Z students, 85% of which favor group projects, peer assessments, and shared workspaces, platforms with these features promote involvement.

     

    4. Accessible mobile-friendly

    A mobile-optimized LMS is absolutely essential given students spend five to six hours every day on smartphones. Make sure students can access materials, turn in homework, and interact with peers—anywhere, at any moment.

     

    5. Evaluations driven by AI

    Why use outdated tasks? Student results are improved by adaptive examinations and performance-based assignments in modern LMSs. Pre-quiz adaptive study increased pass rates by 20%, according to research.

    Adjustive learning enhances academic performance in 59% and student engagement in 36%, according to study. Teachers can better identify knowledge gaps and personalize instruction to individual students by using these new technologies.​

     

    6. Adaptable evaluations

    There is no one-size-fits-all solution here. A strong learning management system should enable you to create customized tests and assignments that highlight each student’s unique advantages and disadvantages.

     

    7. Integration of course schedules

    Ensure professors and students stay on course. By automatically tracking missed lessons, impending tasks, and class progress, integrated schedules eliminate administrative burdens.

     

    8. More complex content administration

    Today’s content can be in many different formats, from YouTube videos to PDFs. There should be a variety of content types supported by your LMS so that teachers can design dynamic, multimedia-rich courses.

     

    9. Messaging boards and discussion notes

    In online courses, fifty-eight percent of students say they feel disconnected. Built-in forums and messaging tools help to build community and enable faculty and student real-time cooperation.

     

    10. Student tracking for development

    Track engaged and non-involved students in a jiffy! Detailed data on material availability, completion rates, and time spent per module let teachers act early to support difficult students.

     

    11. Performance Studies

    Performance goes beyond just marks. Dashboards displaying trends in student progress should be part of a strong LMS, therefore stressing areas needing work and increasing retention rates.

     

    12. Gamification

    Engagement leaps when education feels like a game. Leaderboards, badges, and awards on LMS systems help to increase student involvement by up to 89% hence transforming learning from a passive to an active process.

     

    13. Instantaneous reporting

    Give up searching frantically for information. Crucially for certification and institutional planning, your LMS should create fast, exportable reports on student performance, course progress, and engagement.

     

    14. Complete branding and customizing

    Why then do you look like everyone else? From logos to unique workflows, a top-notch LMS should represent the character of your university thereby guaranteeing a customized experience for staff and students.

     

    15. Distance learning support

    With 74% of students saying they would enroll in online programs even post-pandemic, distance learning support is here to stay. Remote classes are something a modern LMS has to support so that students from wherever may get top-notch instruction.

     

    The Impact of Predictive Analytics on Student Engagement

    Predictive analytics is changing higher education. According to a 2024 EDUCAUSE research, 76% of predictive analytics-using universities said their student results have improved Using data insights—tracking behavior, engagement, and performance—an LMS helps staff members intervene before students lag behind.

     

    predictive-analytics

     

    How to Choose the Right LMS for Your Institution

    Selecting an LMS goes beyond just filling up boxes. This brief checklist can help you make decisions:

    Scalability: Can your institution help it to flourish?

    Customizability: Does it fit your particular requirements? Customizing

    Integration: Will it flow naturally with your current systems?

    Support: Does the provider give consistent, continuous assistance?

    Analytics: Can it instantly monitor student involvement and performance?

    A cloud-based, customized LMS is about enabling student success rather than only course administration. Your institution can design an interesting, future-ready learning environment with the appropriate features, data insights, and flexibility.

    All set to change your college’s instruction? Start with a platform meant for future success—that of the students.

     

    Future-Ready Learning Begins with the Correct LMS

    Higher education in 2025 is about empowering student success with flexible, data-driven learning opportunities rather than about course management. More than just a platform, the appropriate cloud-based LMS solution transforms engagement, performance, and institutional growth.

    Ready to future-proof your university using a customisable LMS for those that satisfy all the necessary requirements? Discover how Creatrix Campus LMS enables organizations like yours to provide smarter, more connected learning—built for tomorrow, now. Connect with us now!

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  • With higher education under siege, college presidents cannot afford to stay silent 

    With higher education under siege, college presidents cannot afford to stay silent 

    Higher education is under siege from the Trump administration. Those opposing this siege and the administration’s attacks on democracy would do well to heed the wise advice of Benjamin Franklin given just prior to the signing of the Declaration of Independence in 1776: “We must all hang together, or most assuredly we shall all hang separately.” 

    This is particularly true right now for college and university presidents.

    College presidents come from a tradition based on the importance of ideas, of fairness, of speaking the truth as they understand it, whatever the consequences. If they don’t speak out, what will later generations say when they look back at this dark, dark time?

    The idea that Trump’s attacks on higher education are necessary to combat antisemitism is the thinnest of covers, and yet only a very few college presidents have been brave enough to call this what it is. 

    The president and those around him don’t care about antisemitism. Trump said people who chanted “Jews will not replace us” were “very fine people”; he dined with avowed antisemites like Nick Fuentes and Ye (Kanye West). 

    Marjorie Taylor Greene blamed the California wildfires of 2018 on space lasers paid for by Jewish bankers. Robert Kennedy claimed that Covid “targeted” white and Black people but spared Ashkenazi Jews and Chinese people. The Proud Boys pardoned by Trump for their part in the January 6 insurrection have routinely proclaimed their antisemitism; they include at least one member who has openly declared admiration for Adolf Hitler.

    Fighting antisemitism? That was never the motive for the Trump administration’s attacks on colleges and universities. The motive was — and continues to be — to discipline and tame institutions of higher learning, to bring them to heel, to turn them into mouthpieces of a single ideology, to put an end to the free flow of ideas under the alleged need to combat “wokeism.”

    Related: Interested in innovations in the field of higher education? Subscribe to our free biweeklyHigher Education newsletter.

    Columbia University has been a prime target of the Trump administration’s financial threats. I’ve been a university provost. I’m not naïve about the tremendous damage the withholding of federal support can have on a school. But the fate of Columbia should be a cautionary tale for those who think keeping their heads down will help them survive. (The Hechinger Report is an independent, nonprofit, nonpartisan organization based at Teachers College, Columbia University.) 

    Columbia was more than conciliatory in responding to concerns of antisemitism. The administration suspended two student groups, Students for Justice in Palestine and Jewish Voice for Peace, for holding rallies that allegedly included “threatening rhetoric and intimidation.” 

    They suspended four students in connection with an event featuring speakers who “support terrorism and promote violence.” 

    They called in police to dismantle the encampment created to protest the War in Gaza. Over 100 protesters were arrested

    They created a Task Force on Antisemitism, and accepted its recommendations. They dismissed three deans for exchanging text messages that seemed to minimize Jewish students’ concerns and referenced antisemitic tropes. 

    President Minouche Shafik resigned after little more than a year in office. (Last week, the university’s interim president, Katrina Armstrong, also resigned.) In September 2024, the ADL reports, the university went so far as to introduce “new policies prohibiting the use of terms like ‘Zionist’ when employed to target Jews or Israelis.” 

    None of this prevented the Trump administration from cancelling $400 million worth of grants and contracts to Columbia — because responding to antisemitism was never the real impetus for the attack. 

    Related: Tracking Trump: His actions to dismantle the Education Department, and more

    Was Marjorie Taylor Greene asked to renounce antisemitism as a condition for her leadership in Congress? 

    Was Robert Kennedy asked to renounce antisemitism in order to be nominated for a Cabinet position?

    Were the Proud Boys asked to renounce antisemitism as a condition for their pardoning? 

    This is an attack on higher education as a whole, and it requires a collective defense. Columbia yesterday. Harvard today, your school tomorrow. College presidents cannot be silent as individual schools are attacked. They need to speak out as a group against each and every incursion. 

    They need to pledge to share resources, including financial resources, to resist these attacks; they should mount a joint legal resistance and a joint public response to an attack on any single institution. 

    These days, as many have observed, are much like the dark days of McCarthyism in the 1950s. In retrospect, we wonder why it took so long for so many to speak up. 

    Today we celebrate those who had the moral strength to stand up right then and say, “No. This isn’t right, and I won’t be part of it.” 

    The politicians of the Republican Party have made it clear they won’t do that, though most of them understand that Trumpism is attacking the very values — freedom, democracy, fairness — that they celebrate as “American.” 

    They have earned the low opinion most people have of politicians. But college and university presidents should — and must — take a stand. 

    Rob Rosenthal is John E. Andrus Professor of Sociology, Emeritus, at Wesleyan University. 

    Contact the opinion editor at opinion@hechingerreport.org.

    This story about higher education and the Trump administration was produced byThe Hechinger Report, a nonprofit, independent news organization focused on inequality and innovation in education. Sign up for Hechinger’sweekly newsletter.

    The Hechinger Report provides in-depth, fact-based, unbiased reporting on education that is free to all readers. But that doesn’t mean it’s free to produce. Our work keeps educators and the public informed about pressing issues at schools and on campuses throughout the country. We tell the whole story, even when the details are inconvenient. Help us keep doing that.

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  • Wellesley Non-Tenure-Track Strike May Impact Class Credits

    Wellesley Non-Tenure-Track Strike May Impact Class Credits

    Hours after Wellesley College’s non-tenure-track faculty went on strike last Thursday, students received word that they might receive only half credit for courses taught by the professors on strike.

    The college attributed the decision to federal regulations on how much instruction students must receive per credit hour, noting that if the strike ends quickly, students will be able to return to their classes and get full credit. In the meantime, they were told they could sign up for other classes, taught by tenure-track faculty, for the last four weeks of the semester. That would allow them to continue to earn full credit hours, which is especially important for students who need to maintain full-time status for financial aid, athletics or visa-related reasons.

    According to college spokesperson Stacey Schmeidel, only about a third of non-tenure-track faculty members’ classes could be affected by this change; the remaining two-thirds met frequently enough during the first 10 weeks of the semester that they had already reached the required minimum number of instructional hours. Over all, she said, about 30 students out of the 2,350 enrolled at the women’s college are currently at risk of dropping below full-time status, though hundreds opted to switch into new classes to ensure they receive the number of credits they planned on for this semester.

    But students and faculty union members have questioned the college’s solution, noting that students may struggle to find replacement courses that fit their schedule or that they have the necessary prerequisites for.

    “Imagine being a student entering into a class that only has four weeks left,” said Jacquelin Woodford, a chemistry lecturer and organizing committee member for the faculty union, Wellesley Organized Academic Workers. “It’s such a weird plan that could all be avoided if the college just bargained with us and settled the contract.” Woodford also noted that striking faculty members had not been informed before Thursday about this plan and still haven’t received formal communication from the institution about what is happening with their classes.

    Non-tenure-track faculty at Wellesley began unionizing almost a year ago in an attempt to obtain higher wages and better job security. Union organizers say the institution has come back with only bare-bones offers.

    On March 25, administrators offered non-tenure-track faculty 2.75 percent annual raises for the duration of the contract and proposed adding an additional course to their teaching loads, for which they would be paid an additional $10,000. But union members argue that $10,000 is equivalent to what they are already paid for teaching an extra course.

    “The College’s proposal makes working overtime the new, required norm,” wrote Erin Battat, senior lecturer in the writing program and a member of the bargaining committee, in an email to The Wellesley News, the college’s student paper. “We had hoped that Wellesley was serious about their claims to care about averting a strike, but their actions at the bargaining prove otherwise.”

    WOAW’s latest proposal, meanwhile, includes a revised salary scale that would see some NTT faculty with more than 18 years at Wellesley earn over $170,000 a year—25 percent more than full professors with the same amount of experience. Wellesley has countered that the proposed pay scale, which would afford faculty raises of 54 percent in the contract’s first year, is untenable.

    The union voted in February to authorize a strike.

    “We called for a strike authorization vote to encourage Wellesley to make substantial progress towards our key priorities. Our goal is to negotiate a fair contract that will be ratified by our members,” said one bargaining committee member, Christa Skow, senior instructor in biological sciences, in an update on WOAW’s website at the time.

    Pizza and Ponchos

    Students have been supportive of the strike despite its impact on their courses, said Woodford, noting that they have joined the picket lines at the motor and pedestrian entrances to campus over the past several days.

    “They’ll come and go between their courses. They’re so kind; they’ve been sending us food and pizza and they brought us ponchos today for the rain,” she said, noting that tenured colleagues, alumnae and Massachusetts state politicians have also come out to support them.

    The next bargaining session will take place on Tuesday, and union organizers questioned why the institution was unwilling to bargain any earlier than five days into the strike. In an email, Schmeidel said the college and the union had, prior to the strike, mutually agreed to a session on April 3; after the strike began, Wellesley offered to move the session to today, April 1.

    She also said that the union had rejected the college’s proposal to work with a mediator.

    “The College feels that the union’s refusal to go to mediation and to instead call for a strike is arbitrary and premature,” she wrote.

    For some students, it’s unclear what the next few weeks will bring. Jeanne, a freshman who asked to have her last name withheld, is currently taking a writing course impacted by the strike. She said she received an email from the dean of first-year students saying that those in the course would receive full credit, but students should nevertheless attempt to keep up with the syllabus as much as possible. She doubts she’ll be able to, though, as the materials she needs for the next paper haven’t been posted for students to access online yet.

    Still, she said she is in favor of the strike, noting that WOAW has been transparent with the students about what the stoppage will entail since much earlier in the semester.

    “[WOAW] had been speaking about negotiations with the college since I arrived on the campus last semester,” she said. “They’ve been very clear with the students that they believe their treatment is unfair and they’ve been working with the college for a while now to get the situation fixed.”

    In an FAQ about how Wellesley will handle the strike, the institution said it is still figuring out how grading will be impacted by the half-credit courses and noted that it may be necessary to include a transcript note for anyone impacted. It said the same about making up any content students may lose out on as a result of the strike.

    “Department chairs and faculty are thinking seriously about any course content that may not have been covered and how to make up for this in a future semester,” the FAQ says.

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  • Ohio and Kentucky Ban DEI, Reduce Tenure Protections

    Ohio and Kentucky Ban DEI, Reduce Tenure Protections

    Republican-controlled legislatures in two bordering states, Ohio and Kentucky, have now passed laws requiring post-tenure review policies at public universities and banning diversity, equity and inclusion offices, along with other DEI activities.

    Many faculty and some Democratic leaders say the new laws threaten academic freedom and undermine tenure. In Ohio, lawmakers passed the sweeping higher education legislation, which has been in the works for a few years, over protests from faculty and students. The Ohio Student Association, for instance, said the bill would kill higher education in the state. Meanwhile, in Kentucky, Republican lawmakers rushed legislation through the process in order to successfully override their Democratic governor’s veto and put their higher education changes into law.

    Ohio and Kentucky join Arkansas, Utah and Wyoming this year as states where Republicans have passed laws targeting DEI and/or promoting alternative “intellectual diversity.” Even if the Trump administration’s ongoing nationwide attacks on DEI founder, these laws lock in restrictions on DEI in these states, preventing institutions from reversing course on diversity program rollbacks.

    Much of the new laws in Ohio and Kentucky echo the DEI bans that the other states have enacted, but Ohio’s legislation goes further than Kentucky’s, allowing immediate “for cause post-tenure reviews,” banning strikes for a large group of faculty and much more.

    Ohio governor Mike DeWine, a Republican, signed into law Friday a version of higher education legislation that’s been debated for the last two years but had failed to pass despite Republican majorities in the capitol. Senate Bill 1, the evolution of the failed legislation, combined numerous postsecondary changes that GOP legislators have sought to enact in other states.

    Among many other things, the new law bans full-time faculty from striking. It prohibits DEI offices, DEI in job descriptions and DEI in scholarships, without defining what DEI is. It requires institutions to “demonstrate intellectual diversity” in a range of areas, including course approval, general education requirements, common reading programs and faculty annual reviews. It also requires four-year institutions to publicly post online the syllabi for undergraduate courses, including the names of the instructors and “any required or recommended readings.” Community colleges must post more general syllabi.

    SB 1 also mandates a version of institutional neutrality, requiring colleges and universities to declare they “will not endorse or oppose, as an institution, any controversial belief or policy, except on matters that directly impact the institution’s funding or mission of discovery, improvement, and dissemination of knowledge.” The “controversial” beliefs and policies that institutions are required to stay silent on include any that are “the subject of political controversy, including issues such as climate policies, electoral politics, foreign policy, diversity, equity, and inclusion programs, immigration policy, marriage, or abortion.” (Ohio colleges and universities do retain the right to endorse Congress when it goes to war.)

    The law further requires all institutions to establish post-tenure review policies—which could lead to firing tenured faculty. The legislation bans unions from using their collective bargaining rights to negotiate over these policies. And SB 1 allows certain administrators to launch “an immediate and for cause post-tenure review at any time for a faculty member who has a documented and sustained record of significant underperformance” outside their regular annual performance evaluations.

    “This bill eliminates tenure,” said Sara Kilpatrick, executive director of the Ohio Conference of the American Association of University Professors. “If certain administrators can call for post-tenure review at any time and fire a faculty member without due process, that is not real tenure, that is tenure in name only.”

    Pointing to a provision for an appeals process, Republican state senator Jerry Cirino, who filed SB 1, said, “They’re lying about that” and “once again, the AAUP is misrepresenting the facts.”

    He added that the bill is “very pro–higher education.”

    “I’m not going to fall for these false narratives that the left is trying to put out there mischaracterizing this bill,” Cirino said.

    The Ohio governor’s office didn’t respond to Inside Higher Ed’s requests for comment Monday about why DeWine signed this bill into law.

    In Kentucky, the Democratic governor didn’t go along with the legislature, vetoing an anti-DEI bill. But Republicans overrode Gov. Andy Beshear.

    Bucking Beshear

    Kentucky’s House Bill 4 bans what that legislation defines as DEI offices, employees and training in public colleges and universities, as well as the use of affirmative action in hiring and in deciding scholarships and vendor selection. It also affects curricula by barring institutions from requiring courses whose “primary purpose is to indoctrinate participants with a discriminatory concept.”

    The new law generally defines a “discriminatory concept” as one that “justifies or promotes differential treatment or benefits” for people based on “religion, race, sex, color or national origin.” It broadly characterizes DEI as promoting a discriminatory concept. And it defines “indoctrinate” as imbuing or attempting to “imbue another individual with an opinion, point of view or principle without consideration of any alternative.”

    Additionally, under the new law, the Council on Postsecondary Education, which oversees Kentucky’s public colleges and universities, can’t approve new degrees or certificates that require courses or trainings primarily intended to “indoctrinate” with discriminatory concepts. And it encourages the council to eliminate current academic programs that contain such requirements.

    Beshear vetoed House Bill 4 on March 19 and defended diversity programs, adding that the legislation attempts to “control how universities and colleges meet the needs of their students and prepare them for their future.”

    “Acting like racism and discrimination no longer exist or that hundreds of years of inequality have been somehow overcome and there is a level playing field is disingenuous,” Beshear added. “History may look at this time and this bill as part of the anti–civil rights or pro-discrimination movement. Kentucky should not be a part of that movement.”

    On Thursday, the Kentucky House voted 79 to 19 to override this veto, and the Senate voted 32 to 6.

    Beshear also vetoed another bill, House Bill 424, which required institutions to evaluate president and faculty “productivity” at least once every four years using a board-approved process. Presidents or faculty who fail performance and productivity metrics could lose their jobs, under the bill. Beshear wrote in his veto message that the legislation “threatens academic freedom.”

    “In a time of increased federal encroachment into the public education, this bill will limit employment protections of our postsecondary institution teachers” and the state’s “ability to hire the best people,” he wrote. Lawmakers overrode him with an 80-to-20 House vote and a 29-to-9 Senate vote.

    Amy Reid, Freedom to Learn senior manager at PEN America, a free speech and academic freedom advocacy group, said in an email that the new Ohio and Kentucky laws “are not only significant blows to public higher education, but also reflect a galling disregard for the voters, educators and students in these states.”

    “Ohioans were massively organized in their opposition to SB 1, with hundreds of citizens coming to the capital to testify against the bill,” Reid said. “The legislature ignored them and so did Governor DeWine.” She said there was also “strong opposition across Kentucky” to the new laws there.

    But Tom Young, chairman of the Ohio House Workforce and Higher Education Committee, said he had heard support for the legislation from students and faculty who were concerned about speaking up. He said DEI had become “a tool for dividing people,” and most opposition to SB 1 that he heard regarded its anti-strike and post-tenure review provisions.

    “I don’t believe that any of these professors are concerned about the classroom,” Young said of faculty upset about the new law.

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