In the latest episode of The Key, Inside Higher Ed’s news and analysis podcast, two economists highlight opportunities that college and universities can grab to improve engagement with their local communities, create greater access for first-generation students and increase transparency around pricing.
David Hummels, professor of economics and dean emeritus, and Jay Akridge, trustee chair in teaching and learning excellence, professor of agricultural economics and former provost, both at Purdue University, are co-authors of a Substack newsletter on higher education, Finding Equilibrium.
They join Sara Custer, editor in chief of Inside Higher Ed, and this episode’s host, Colleen Flaherty, Inside Higher Ed’s editor for special content, to analyze the findings from the Inside Higher Ed/Hanover Research 2025 Survey of College and University Presidents.
In response to two-thirds of presidents having some serious doubts about the value of tenure, Hummels cautions that not offering faculty tenure means institutions are “going to have to pay faculty the way they’re paid in industry or you won’t be able to attract anyone.”
Tenure is similar to executive stock options in the private sector, he argues: “It causes faculty to invest far more than they otherwise would in critical functions—like developing curriculum, hiring, developing and evaluating other faculty—because their tenure is going to be a lot more valuable if they’re part of a thriving institution,” he says.
Akridge agrees with the 50 percent of survey respondents who say higher ed has a real affordability problem, even if his research shows that the value of college remains high and the debt students take on is overblown.
“The sticker price and the debt they take on becomes how they think about cost. And that’s real,” he says. “Part of the fear for us is, who hears that message? Students with means and whose parents went to college are going to go to college. The evidence is quite clear that lifetime earnings, wage premiums, quality of life, even life span are better for those that go to college, and these families know that. Students that are first generation, that are maybe lower income, maybe underserved—I think they’re quite susceptible to that message and may write off college as perhaps their ticket to a better life, and that’s concerning from an equity standpoint.”
A mere 3 percent of surveyed presidents said that higher ed has been very or extremely effective at responding to the diploma divide that is increasingly predictive of voter behavior. In response, Custer encourages colleges and universities to take accountability for, and be responsive to, valid critiques of higher education as a sector, while building on the confidence that many communities retain in their local institutions. She shared an example of a messaging campaign by one regional college that highlighted how graduates are contributing to the local area in everyday but fundamental ways. “‘We are putting really valuable people back into the community who are supporting you and your families and making it possible for you to live here,’” she summarizes.
Hummels also stresses the importance of making the case for academic research, currently under threat. “Science broadly is essential to the competitiveness of the economy, to our firms and to the success of our students. It’s not just this cute thing faculty do in their spare time. We do it because it is central to who we want to be as a country and what our firms want to become. And I think we have been neglectful about maintaining awareness of how important this is.”
The University of California National Center for Free Speech and Civic Engagement held its annual virtual #SpeechMatters conference Thursday amid a speech environment that is vastly different and far more fraught than anyone could have imagined even a few months ago. The Trump administration is simultaneously punishing colleges for their failure to clamp down on pro-Palestinian protesters and detaining international students, in some cases for participating in those same protests.
In her opening remarks, Michelle Deutchman, the center’s executive director, acknowledged as much: “Today we gather at a critical moment for higher education across the nation,” she said. “The role of colleges and universities in our democracy is being questioned. Trust in institutions is shifting. The impact of a historic national election and a year of campus protests continues to unfold.”
The conference, which featured four panels and 15 speakers with expertise in free speech and higher education, covered not only campus speech but also the broader questions of trust in universities and the knowledge they produce. Here are five key takeaways from the event.
College administrators can’t prevent the chilling effect President Trump’s actions are having on campuses.
In one session, Deutchman asked Howard Gillman, chancellor at the University of California, Irvine, for 12 years, and Erwin Chemerinsky, dean of the UC Berkeley School of Law, how students can exercise their right to free speech despite the Trump administration’s crackdown on institutions and students alike for purported antisemitic speech.
Gillman and Chemerinsky found a consensus—one that contradicts the widely held belief that universities should always be forums for political discussion: As long as Trump appears to be punishing individuals for constitutionally protected speech, now may not be the time to encourage students to speak out.
“When you have an administration that has not yet been constrained by the courts sufficiently, it does create an environment where people might know they have, in theory, legal protections for the activities they engage in, but just because your activity may be protected doesn’t meant that you are not going to be put in a very complicated situation if the government does move forward,” Gillman said. “I don’t want to overstate the amount of reassurance that you can give. A chilling environment is a chilling environment.”
Chemerinsky said it wasn’t tenable to assure students that he could protect them from the federal government. One student had asked him if the law school could prevent Immigration and Customs Enforcement officers from coming onto campus and detaining students, and Chemerinsky said he had to tell the student that wouldn’t be possible. (In February, Trump rolled back protections that stopped immigration enforcement actions from taking place in certain locations, including on college campuses.)
“There’s a limit to what we can do to protect students. I don’t want to ever have students have the illusion that we can do more than we can,” he said.
Rebuilding trust in higher ed requires a fundamental shift in culture.
When discussing the lack of trust in higher education, Steven Mintz, a history professor at the University of Texas at Austin and a columnist for Inside Higher Ed, said the distrust exists not just between the government and colleges, or administrators and faculty, but at all levels of higher education. Students erode trust with faculty when they don’t put effort into their courses, he said. Faculty who care more about their own research and success than their students and institutions likewise fail to build trust with their students and peers. And administrators earn the faculty’s distrust by leaving them out of key decision-making processes.
It’s all a result of Americans’ shifting view of higher education from a public good to a private one, he argued, with students as the consumers and administrators as the CEOs.
“It is absolutely imperative that we rebuild trust within our campuses,” he said. “It’s not a matter of policy tweaks; it’s a matter of a fundamental cultural shift.”
He noted that in his own classes at UT Austin, he has made an effort to help students undertake real-world projects, like building an educational webpage for a local museum. Such efforts position the student not as a consumer, but as a “partner and collaborator and creator of knowledge,” he said. And it shows communities that college instills in its students important skills—and isn’t always just an amorphous ivory tower.
Fast turnover of college leaders is contributing to the lack of public trust.
In the same panel about trust, multiple speakers touched on the fact that administrative turnover can be a major impediment to trust-building on campus.
University presidents last, on average, just over five years on the job, which means that most students see at least one presidential turnover in their college career. Each new president must rebuild trust not only with the constituents on their own campus, but also with alumni, government officials, the local community and beyond.
Short tenures also make it difficult for students and employees to buy in to key university initiatives, considering it’s not uncommon for a new president to scrap the previous administration’s projects in favor of new priorities.
“Trust is about relationships … and you don’t build trust overnight. You build trust through listening. You build trust through showing up. You build trust through showing proof points. That’s how it happens. So, you can’t build trust when you’re a president that’s been there three months,” said Bobbie Laur, president of Campus Compact, a nonprofit focused on civic and community engagement in higher education. “Some of what we’re facing is the reality of the short tenure of leaders without the necessary support structures to support leaders right now.”
Saanvi Arora, a UC Berkeley student and the executive director of the Youth Power Project, a nonprofit that encourages young people to participate in public policy, agreed, noting that she has met numerous college students who have no idea what their institution’s president looks like.
“That’s a huge problem, if you’re not meeting with students directly, showing up to spaces where it really matters for students to see you there,” she said. “It really makes a difference and moves the needle.”
Universities need to do more to stanch the spread of misinformation.
Misinformation is pervasive in the current vitriolic political environment, according to a panel of experts, but so is anger and skepticism toward the very researchers who aim to better understand the phenomenon.
Simone Chambers, chair of political science at UC Irvine, pointed out that research shows misinformation is more likely to circulate in right-wing communities. But that research is then called partisan, sometimes even by politicians themselves; mis- and disinformation experts who studied incorrect information ahead of the 2020 election earned intense ire from congressional Republicans, who accused them of censoring free speech and subpoenaed data about what was being marked as inaccurate information.
That’s compounded by the perennial problem of most, if not all, academic research: Few people see it. Michael Wagner, who leads the Center for Communication and Civic Renewal at the University of Wisconsin at Madison, said that universities could make a greater effort to get the work of misinformation researchers into the public’s hands.
Universities must do “a more aggressive job of promoting the work, even when it highlights partisan asymmetries, even when it highlights other kinds of things that might leave universities open to attack from those who don’t like the fact that universities exist,” said Wagner, who noted that his center has been subpoenaed by Congress. “[That] is something they need to do a better job of, to help the researchers who are trying to do this stuff get their work out there to folks so that they can engage with it and decide how they want to incorporate that information into how they live their lives.”
More college leaders should stand up for higher education.
Colleges have been capitulating to the Trump administration in everything from rolling back diversity, equity and inclusion programs to, in Columbia’s case, at least, agreeing to a list of the administration’s demands in the hopes of having its federal funding unfrozen.
But a small number of college presidents—including Wesleyan University’s Michael Roth and Princeton University’s Christopher Eisgruber, who were both cited by panelists at the conference—have spoken forcefully against the Trump administration’s attacks on political speech, DEI and free scientific inquiry. In an op-ed in Slate about the arrest of Mahmoud Khalil, a Columbia University alumnus and pro-Palestinian activist who was detained a month ago by immigration officials, Roth wrote, “University presidents must speak out against this attempt to control the political culture of our campuses from the White House. Just as we should decry antisemitism and other forms of discrimination, we should insist that students and faculty have the right to make their voices heard about the issues of the day. Neutrality here is a betrayal of our academic mission.”
Kristen Shahverdian, program director of campus free speech at PEN America, a free expression nonprofit, said she is glad she doesn’t have to be a part of any internal conversations about how a university under fire by the Trump administration will react. Still, she said, she wishes more higher education leaders would emulate Roth and Eisgruber and that the higher education sector as a whole could come together as a united front.
“There’s probably multiple reasons why they’re able to speak out and others maybe can’t,” she said. “[But] we really need to push back, to hold on to the values of higher education, which include freedom of expression and academic freedom.”
When a researcher produces an output and moves between HEIs, portability determines which institution can submit the output for assessment and receive the resulting long-term quality-related funding.
However, a joint letter by the English Association, the Institute of English Studies, and University English, and subsequent interventions from other subject associations, demonstrate that unaddressed concerns over the portability of research outputs are coming to a head.
In REF 2014, if a researcher moved HEI prior to a census date, then only the destination HEI submitted the output. In 2021, to mitigate the potential perceived inflationary transfer market of researchers, the rules were changed so that if researchers transferred, both the original and destination HEIs could return the output. This rightfully recognised the role of both HEIs, having supported the underpinning research and investing in the research of the future respectively.
The initial decisions published in 2023 had research outputs decoupled from the authors with outputs needing to have a “substantive connection” to the submitting institution. Two years on we still don’t know the impact of this decision on portability. One of the unintended consequences of decoupling the outputs from the researchers who authored them and removing the notion of a staff list, is that only the address line of the author affiliation remains. This decoupling means that any notion of portability of outputs with a specific researcher is problematic.
The portability of research outputs is a crucial element of the assessment process. It supports key values such as career security and development, equality, diversity, and inclusion, as well as the financial sustainability of HEIs. More importantly, linking outputs to individual researchers rather than institutions is necessary, particularly in the current Higher Education landscape, to ensure the integrity of both research and the assessment exercise itself. This approach ensures that researchers receive due credit for their work, prevents institutions from unfairly benefiting from outputs produced elsewhere or from structural changes such as departmental closures, and upholds a fairer, more transparent system that reflects actual research contributions.
The sector is in a different place than it was even a few years ago. Many HEIs are financially challenged, with wide-spread redundancies an ongoing reality. Careers are now precarious at every career stage. Making new, or even maintaining, academic appointments is subject to strict financial scrutiny. Across all facets of research – from the medical and engineering sciences to the arts and humanities – the income derived from the REF is essential to the agility of the research landscape.
Whether we like it or not, the decision to hire someone is in part financial. That an early career researcher could be recruited to improve a unit’s (subject) REF submission and hence income is a reality of a financially pressured system. At a different career stage, many distinguished researchers are facing financially imposed redundancy. The agility of the sector to respond is aided by the portability of the researcher’s outputs to allow them to continue their career and their contributions to the sector at a new HEI. The REF derived income is an important aspect of this agility.
Setting aside financial considerations, separating research outputs from the researchers who created them sends a damaging message. It downplays the fundamental role of individuals in driving research and undermines the sense of agency that is crucial to its integrity and rigor.
Auditing the future
As researchers, we recognise the privilege of being supported in pursuing what is often both a passion and a vocation. Decoupling outputs from their creators disregards the individual researcher, their collaborations, and their stakeholders. It also oversimplifies the complex research ecosystem, where researchers work in partnership with their employing institutions, sector bodies, archives, charities, funders, and other key stakeholders.
REF-derived income should not be seen just as a retrospective reward for an HEI’s past support of research, but rather as the nation’s forward-looking investment in the discoveries of tomorrow. To treat it merely as an audit is to overlook its transformative potential. Hence the outputs on which the assessment is based should be both the researchers who contributed to the unit while employed by the university and the researchers who are currently in the unit to contribute to the research that is ongoing, indelibly linking and interweaving past, present and future research.
In addition to concerns over portability, decoupling outputs from the researchers that authored them risks undermining a central premise of the assessment that many of us working to improve our research culture want to see. Decoupling means there is no auditable limit to the number of outputs written by any one individual that can be submitted for assessment. Within the REF, we wish to see outputs authored by a diversity of staff within the unit, staff at different career stages and staff working in different sub areas. By decoupling the author from outputs, a future REF risks undermining the very fairness that the rule change was introduced to ensure.
Not fair not right
Sometimes the unintended consequences of an idea outweigh the benefits it was hoping to achieve. The decoupling of outputs from the researchers that made them possible and the knock-on consequences through restrictions to portability and reduced diversity is one of these occasions.
There has never been a more critical time to uphold fairness in research policy.
If the four funding bodies are to remain agile they must recognise that decoupling research outputs from the individuals who created them is not only harming those facing redundancy but also undermining HEIs’ ability to support the next generation of researchers upon whom our future depends. By the same count, ensuring the portability of outputs is essential for maintaining integrity, protecting careers, and sustaining a dynamic and equitable research environment. The need for change is both urgent and imperative.
The PIE News, in partnership with Oxford International Education Group (OIEG) and Studyportals, hosted a briefing where panelists explored university strategies, government collaboration, and financial sustainability for a successful TNE model.
As international universities compete to establish TNE partnerships in India, the University of Southampton stands out, with its Delhi branch campus set to open in August 2025.
Kasia Cakala, director of education pathways development at OIEG, which is collaborating with Southampton on the project, noted how education providers must continuously adapt to evolving expectations of the TNE model.
“Not only do universities have to be mindful of the models they take in this very challenging market, but private providers like us also need to pivot, change, and adapt to support universities in their urgent needs,” stated Cakala at the briefing.
“With Southampton, the key was defining a proposition that was not only sustainable but also aligned with government priorities and the domestic student ecosystem.”
Cakala emphasised that as students from countries like India become more savvy, knowing what they need and expecting more from institutions, universities must adopt a “sophisticated market research strategy” to define their proposition, particularly when presenting expansion plans to government bodies.
Private providers like us need to pivot, change, and adapt to support universities in their urgent needs Kasia Cakala, OIEG
In light of the changing expectations, Carlie Sage, associate director, partnerships, APAC, Studyportals, underscored the importance of understanding student behaviour and market trends in shaping international education strategies.
“A lot of universities still make decisions without really understanding the environment they’re operating in,” stated Sage.
“There’s amazing data out there that can help institutions navigate shifts, understand demand, identify gaps, and see what’s happening in real time.”
According to Aziz Boussofiane, director, Cormack Consultancy Group, while TNE models need to be financially sustainable, they also need to be beneficial for both the university and the host country in the long run.
“For host countries, success (in TNE) means increasing capacity with quality provision – and for universities, it must align with their mission and strategic objectives,” stated Boussofiane, while addressing the audience.
“There are different drivers and processes depending on the market, whether it’s India or Nigeria, [and] it’s often about increasing in-country capacity and improving the quality of local providers.”
While TNE is widely embraced by leading universities in major study destinations, challenges persist in building scalable models due to varying international perceptions of quality and value, which impact recognition, as previously reported by The PIE.
According to Daniel Cragg, director of Nous, while TNE is just another challenge for institutions, which are already dealing with academic workforce stress, new pressures from AI, and evolving student needs, the appetite for partnerships has only been rising.
“The appetite for collaboration is growing – universities want to share risk, balance success, and be more in-market experts,” said Cragg.
“In international education, it feels like there’s a black swan event every three to four years. But universities constantly adapt, innovate, and thrive.”
While universities in the UK and Australia have pushed through major TNE expansions in recent years, institutions in countries like New Zealand, though interested, prioritise strengthening their reputation and research over physical expansion.
“New Zealand is a small player in TNE, but our partnerships focus on reputation and research rather than bricks-and-mortar expansion overseas,” stated Meredith Smart, international director, Auckland University of Technology.
“There’s a strong connection between our ranking strategy and our partnership strategy – reputation matters.”
As the New Zealand government aims to boost international recruitment from emerging markets while strengthening educational partnerships in countries like India and Vietnam, institutions like AUT see an opportunity, while also learning from the missteps of their peers.
“We are in a strong growth focus. The government wants us to grow. They’re desperate to win the next election, and I think they feel that international education can boost the economy,” stated Smart.
“New Zealanders love international students, but that could change as numbers rise. We must actively demonstrate the value of internationalisation to our economy, industries, and diplomatic relations.”
This point was further reiterated by Cragg, who highlighted how working with governments in policymaking is essential.
“Working with governments to shape future visa policies is essential to ensuring sustainable international student growth,” he said.
“The value of international education extends across different areas of government, not just within universities.”
The third month of the second Trump administration is coming to a close, and the White House has shown no signs of slowing down on the number of actions it’s taking that directly impact the higher education sector.
In the latest episode of The Key, Inside Higher Ed’s news and analysis podcast, Editor in Chief Sara Custer checks in on the latest developments with news editor Katherine Knott and federal policy reporter Jessica Blake.
They discuss the huge staff cuts at the Department of Education, an executive order to shutter the agency, arrests and intimidation of international students and scholars, and a $400 million ultimatum to Columbia University. They share what IHE has learned from the people at the center of these stories.
They also consider what legal and policy experts have said about the potential for these actions to be challenged in courts or through Congress.
Listen to the latest episode here and find more episodes of The Key here.
Student retention is one of the most critical challenges faced by colleges and universities. While recruitment is essential to maintaining a thriving institution, keeping students engaged and enrolled until they complete their programs is just as vital. Why is that?
High dropout rates can impact institutional reputation, funding, and overall student satisfaction. As an education marketer, ask yourself: how can you create an experience that ensures students feel supported and motivated to stay the course? You’re in luck because today, we’re discussing the answer to this question at length.
Understanding the factors contributing to student retention in higher education is the first step toward building effective marketing strategies that help students persist through their academic journey. From engagement initiatives to personalized support systems, there are various approaches you can take to increase student retention and position your institution as one that truly cares about student success. Let’s explore ten of them together!
Struggling with enrollment?
Our expert digital marketing services can help you attract and enroll more students!
Understanding Retention Marketing
What is retention marketing? Retention marketing is the strategic use of targeted campaigns, communication, and engagement initiatives that keep current students enrolled and actively involved in their educational journey. Unlike traditional marketing, which focuses on acquiring new students, retention marketing is about maintaining student satisfaction and addressing concerns before they result in attrition.
Investing in retention marketing helps schools build stronger student relationships, providing the necessary support to ensure academic persistence. Now let us explore key college student retention strategies to incorporate into your marketing plan.
Source: HEM
1. Personalizing Communication to Address Individual Student Needs
One of the most effective ways to retain students is through personalized communication. Today’s students expect tailored messaging that speaks directly to their needs, challenges, and aspirations.
Automated email campaigns, segmented messaging, and personalized advising can go a long way in making students feel seen and heard. Implementing AI-driven chatbots and predictive analytics can help anticipate student concerns before they escalate, allowing your institution to intervene at critical moments.
2. Creating a Strong Sense of Community and Belonging
Feeling connected to a campus community is a key driver of student success. Institutions that foster a sense of belonging through student organizations, mentorship programs, and social events tend to see higher levels of college student retention.
Marketing teams can contribute by showcasing stories of engaged students and alumni, creating social media groups, and facilitating virtual and in-person networking opportunities that keep students feeling involved.
Example:Here, Nichol’s College demonstrates its commitment to student belonging with a dedicated Instagram for making its current students feel at home. In addition to fostering belonging in your classrooms, clubs, and offices, to improve retention through your digital marketing efforts, it’s essential to champion each student’s role as a valued member of your community in posts and site content.
Source: Nichols College | Instagram
3. Offering Robust Academic Support Services
Academic challenges are one of the leading reasons students drop out. By promoting tutoring centers, academic coaching, and faculty office hours, your institution can reinforce its commitment to student success. Marketing these services effectively ensures students know where to get help when needed. Outreach campaigns can highlight real student success stories, demonstrating the impact of these resources.
Beyond traditional support, schools can integrate technology-driven solutions such as virtual tutoring and on-demand academic workshops. Proactively reaching out to students who show signs of struggling, such as declining grades or low attendance, can also prevent academic disengagement.
Additionally, faculty can offer structured study groups or mentoring programs to ensure students receive guidance outside of class hours. By fostering a strong academic support network, institutions can significantly improve student persistence and overall satisfaction.
Example: Discover the robust academic support system available to students at UC Berkeley. On their website, they make it clear that they are committed to meeting the learning needs of every student. Below, you’ll see an array of academic resources tailored to different subgroups of the Berkeley student body. Low-income, underrepresented, first-generation, and students with disabilities are acknowledged and supported to reach their full potential.
Source: UC Berkeley
In addition, UC Berkeley leverages technology to serve its students through the AIM platform, specifically tailored to learners with disabilities. AIM, pictured at the bottom, is an accessible Student Information System designed to facilitate communication between students and faculty, streamline the process of requesting accommodations, and centralize the management of their information.
To boost retention, make sure students know how you support their learning. Make it as convenient and inclusive as possible for students to access your resources.
4. Providing Career Development Opportunities Early On
Students often enroll in college with long-term career aspirations in mind, yet many feel uncertain about how to achieve their goals. By integrating career services from day one, schools can help students see a clear pathway from education to employment. Internship programs, networking events, and job placement support should be at the forefront of marketing efforts. When students perceive that their investment in education will lead to tangible career outcomes, they are more likely to persist.
To enhance engagement, institutions should provide hands-on career workshops, alumni networking events, and mentorship opportunities that connect students with professionals in their fields of interest. Career counselors can conduct personalized career assessments to help students identify potential career paths that align with their strengths and interests.
Additionally, integrating career-focused coursework, such as resume-building sessions and mock interviews, can help students feel more confident about their job prospects post-graduation. Schools that establish strong employer partnerships can also facilitate job placement programs, internships, and co-op opportunities that give students real-world experience while still in school, reinforcing their motivation to stay enrolled and complete their studies.
Example:In this video, AAPS, an institution that mainly appeals to graduate students who are focused on starting or developing their careers, markets its career services which include: access to career and employment experts, resume writing support, and interview workshops.
Source: Academy of Applied Pharmaceutical Sciences | YouTube
Their marketing shows how effective the career services at AAPS are, citing their 100% employer satisfaction rate and a solid 88% graduation rate. As you promote your career services, be sure to provide tangible results because that’s what your prospects and current students are looking for.
5. Focus on Student Engagement Initiatives
Student engagement plays a crucial role in student retention, as engaged students are more likely to complete their programs and feel a strong connection to their institution. Schools must take proactive steps to foster engagement through meaningful initiatives that encourage academic, social, and extracurricular involvement.
One way to drive engagement is by creating dynamic student events, such as leadership workshops, cultural festivals, and career networking opportunities. These events provide students with valuable connections, skills, and a greater sense of belonging, reducing feelings of isolation and disengagement.
Another highly effective strategy is gamification, where game design elements, such as rewards, leaderboards, and challenges, are integrated into academic and extracurricular activities. For instance, you could introduce a points-based system that rewards students for attending classes, participating in discussions, or completing extra-curricular workshops.
Social media engagement is another powerful tool. Schools can create dedicated student communities on platforms like Discord, LinkedIn, or Instagram where students can connect, share experiences, and support one another. Institutions that regularly post interactive content, student highlights, and live Q&A sessions see stronger student participation.
Additionally, peer mentorship programs help students build support networks that enhance their academic and personal experiences. New students, especially freshmen, often struggle with the transition to college life. Pairing them with experienced peers who can guide them through academic and social challenges creates a sense of stability and reassurance, leading to increased persistence.
Finally, experiential learning opportunities, such as service-learning projects, research collaborations, and internships, allow students to see the real-world value of their education. When students feel that their coursework directly impacts their future career prospects, they are more likely to remain engaged and committed to completing their studies.
Example: As part of their Student Life Program, the University of Toronto offers Mentorship and Peer Programs to increase student engagement, keeping them invested in both their studies and social lives at U of T, in turn, supporting student retention. In this video, they make the voices of their student body heard, allowing them to express just how the Mentorship and Peer Support programs at U of T have impacted their education. When promoting your student engagement initiatives, try to leverage student testimonials for better relatability and credibility.
Source: U of T Student Life | YouTube
6. Utilizing Data-Driven Insights to Address Student Challenges
Predictive analytics and student data tracking allow institutions to identify at-risk students and intervene early. By analyzing factors such as attendance, engagement levels, and academic performance, schools can proactively reach out to students who may be struggling. Automated alerts and personalized advising sessions ensure students receive timely support tailored to their individual needs.
In addition to tracking academic performance, you can use data insights to improve curriculum design and support services. For example, if a large number of students are struggling with a specific course, faculty can adjust the syllabus, provide supplemental learning materials, or offer additional tutoring sessions.
Schools can also analyze patterns of student engagement in extracurricular activities and campus events to determine what initiatives are most effective in fostering a sense of community. By using data to refine support systems continuously, institutions can create a proactive, student-centric approach that minimizes dropouts and maximizes success.
7. Enhancing Financial Aid Awareness and Support
Financial difficulties are one of the biggest reasons students leave college before completing their programs. Many students are unaware of the full range of financial aid options available. Your school’s marketing team can provide students access to vital scholarships, grants, and payment plans. Institutions should regularly communicate financial aid opportunities through social media, email campaigns, and student portals to alleviate financial stress and keep students enrolled.
Example: Unfortunately, many students leave their education behind due to their financial situations. Surely, some of these students are unaware of the financial assistance options available to them. To boost student retention, let your community know you can help them invest in their futures. Here, Queen Beauty Institute promotes its financial aid programs on social media, letting students know that support is available should they need it.
Source: Queen Beauty Institute Instagram
8. Promoting a Flexible and Inclusive Learning Environment
Flexibility is key to student retention in higher education, particularly for non-traditional students balancing work, family, and school. Online learning options, hybrid models, and asynchronous coursework can make higher education more accessible. Schools should highlight these flexible learning opportunities in their marketing materials, emphasizing how they accommodate diverse student needs and lifestyles.
In addition to offering different learning formats, you can provide adaptive scheduling options that allow students to select courses that fit their personal and professional commitments. Some colleges have introduced weekend or evening classes to serve students with full-time jobs or family obligations. Additionally, having a robust support system for online students, such as virtual study groups, 24/7 tech support, and faculty office hours, ensures they receive the same level of engagement as in-person learners.
Another important aspect of fostering inclusivity is providing accessible resources for students with disabilities. Ensuring that digital learning platforms are compatible with screen readers, offering captioned lecture videos, and creating inclusive classroom environments can greatly enhance the learning experience. You can also implement specialized advising services to assist students in navigating academic and personal challenges, further reinforcing your commitment to diversity and inclusion.
Example:Here, the Academy of Learning Career College introduces students to its Integrated Learning System, an educational resource designed to put students “in the driver’s seat of their learning experience”. It fosters flexibility and was created with many learning styles and neurodiversity in mind. Make it known how your school aims to meet students where they are.
Source: The Academy of Learning Career College | YouTube
9. Encouraging Faculty-Student Engagement
Professors play a crucial role in retaining students. Meaningful connections between students and faculty members can significantly impact a student’s decision to persist in their studies. Your marketing team can facilitate this by spotlighting faculty members in newsletters, creating video content featuring faculty mentorship stories, and promoting faculty office hours as a key resource.
Institutions can also encourage faculty to take an active role in student success by implementing early intervention programs. If a professor notices a student struggling, they can reach out with personalized support or recommend tutoring services. Additionally, fostering a culture of open communication through regular check-ins, discussion forums, and one-on-one mentorship opportunities helps build trust and rapport between faculty and students.
Another approach is incorporating faculty-led engagement opportunities such as research projects, community outreach programs, and interdisciplinary collaborations. When students work closely with faculty on meaningful academic projects, they feel more invested in their studies and are less likely to disengage. Schools that promote faculty involvement as a cornerstone of student support will see stronger connections, higher levels of academic motivation, and improved retention rates.
10. Establishing Clear Pathways for Student Success
Students are more likely to stay enrolled when they clearly understand their academic roadmap. Schools should provide structured academic pathways, regular progress check-ins, and advising support to help students navigate their journey efficiently. Marketing teams can assist by crafting student success stories highlighting how structured pathways have helped past students graduate on time and achieve their goals.
In addition to offering clear course sequences, institutions can provide academic planning workshops that help students map out their degree completion plan. Schools should also ensure that students have easy access to academic advisors who can guide them in selecting courses aligned with their career goals. By integrating digital tools such as degree audit software, students can track their progress and receive real-time updates on their academic standing.
Offering flexible course options, such as summer sessions or online alternatives, can further help students stay on track and avoid delays in graduation. When students feel they are making steady progress, they are more likely to stay motivated and complete their degrees successfully.
How to Improve Student Retention With a Comprehensive Marketing Strategy
How to improve student retention? A comprehensive marketing strategy should involve consistent engagement with students through multiple touchpoints, addressing common concerns before they lead to dropout. By implementing strategic communication, financial aid awareness, community-building initiatives, and academic support, you can foster an environment where students feel valued and encouraged to complete their education.
At Higher Education Marketing, we specialize in crafting tailored marketing strategies that attract students and keep them engaged throughout their academic journey. HEM specializes in student retention strategies that drive measurable success. Let’s craft a marketing plan that keeps students engaged from enrolment to graduation. that fosters long-term student success.
Struggling with enrollment?
Our expert digital marketing services can help you attract and enroll more students!
Frequently Asked Questions
Question: What is retention marketing?
Answer: Retention marketing is the strategic use of targeted campaigns, communication, and engagement initiatives that keep current students enrolled and actively involved in their educational journey.
Question: How to improve student retention?
Answer: A comprehensive marketing strategy should involve consistent engagement with students through multiple touchpoints, addressing common concerns before they lead to dropout. By implementing strategic communication, financial aid awareness, community-building initiatives, and academic support, you can foster an environment where students feel valued and encouraged to complete their education.
As college presidents face increasing scrutiny from state and national lawmakers, building a strong cabinet-level team is critical, according to Jorge Burmicky, assistant professor in education leadership and policy studies in the School of Education at Howard University.
Burmicky is one of three researchers who identified the core competencies of the modern college presidency. In a recent episode of The Key, Inside Higher Ed’s news and analysis podcast, Burmicky noted, “There’s always been a lot of pressure to be a college president, but it really has become an impossible job.”
A new leader’s ability to assemble a strong team as soon as they start the job will help fill gaps in their individual skill sets, he said. “It’s not if an emergency happens—it’s when it happens, and you have to have a good team that is going to have your back that you trust and can help you in those areas where you don’t feel as confident.”
College presidents rated trustworthiness as the most important competency for effective leadership in higher education; however, students surveyed for Inside Higher Ed’s annual Student Voice survey ranked presidents among the least trusted people on their campus.
Burmicky isn’t surprised by this gap between presidents’ intentions and students’ perceptions. “Presidents work really hard to build trust, and you would think that because they’re working so hard and they value it so greatly that we would see a narrower difference,” he said. “But the reality is that so much of the communication that goes to different constituents varies. We’re in an era when students really want to understand what’s happening right now.”
Blame for structural issues that are beyond the president’s control—like the botched FAFSA rollout—often falls at the feet of presidents and other institutional leaders, Burmicky added. “There’s clearly a lot of resentment.”
Students are just one group of constituents college presidents must build trust with, however. Declining trust in higher education in general is one of Burmicky’s biggest concerns for the sector. Better communicating how institutions operate would help address public distrust, he said.
“We like to point fingers at the president, but the reality is there are [more people] than just the president who make decisions at a university—there’s also the Board of Trustees or the Board of Regents.”
Listen to the full interview between Jorge Burmicky and Sara Custer, editor in chief at Inside Higher Ed, and find more episodes of The Key here.
Over the last two weeks, FIRE wrotetwice about the Department of Education’s Office for Civil Rights’ recent “Dear Colleague” letter, asking for more clarity about how OCR plans to enforce Title VI. This weekend, OCR began to provide much-needed clarity through a “Frequently Asked Questions” document, and promised to update the FAQ as needed.
While the FAQ document answers key questions, including addressing some points FIRE raised, one more item still needs to be addressed: OCR should expressly incorporate the Supreme Court’s hostile environment harassment standard articulated in Davis v. Monroe County Board of Education when evaluating whether institutional programming creates a hostile environment.
Key clarifications from the FAQ:
OCR echoed Attorney General Pam Bondi’s Feb. 5 memo, confirming that institutional cultural celebrations or historical observations such as Black History Month and International Holocaust Remembrance Day do not violate Title VI.
FIRE analysis: We advised colleges not to “overcomply” and prematurely cancel university cultural celebrations. Those that have cancelled events, including Grand View University in Iowa, should restore them.
The FAQ distinguishes between K-12 classrooms and higher education classrooms, acknowledging that college discussions and coursework on race-related issues are less likely than K-12 programs to create a racially hostile environment.
FIRE analysis: This is a win for academic freedom and free expression in higher education. OCR correctly notes the difference between the environs of K-12 and college classrooms — the latter being precisely where difficult discussions should take place. President Trump’s Jan. 21 executive order on DEI also explicitly protected higher education classroom instruction, an exception FIRE has long sought when government actors have attempted to reform campus DEI bureaucracies.
Other parts of the FAQ leave room for additional clarification, particularly regarding the standard for determining when race-related speech can violate Title VI.
While FIRE does not take a position on affirmative action or other race-conscious practices at institutions, OCR’s interpretation of Title VI and the Students for Fair Admissions cases prohibits institutions from maintaining policies or practices that treat students differently based on their race. As the Feb. 14 “Dear Colleague” letter states:
If an educational institution treats a person of one race differently than it treats another person because of that person’s race, the educational institution violates the law. Federal law thus prohibits covered entities from using race in decisions pertaining to admissions, hiring, promotion, compensation, financial aid, scholarships, prizes, administrative support, discipline, housing, graduation ceremonies, and all other aspects of student, academic, and campus life. Put simply, educational institutions may neither separate or segregate students based on race, nor distribute benefits or burdens based on race.
It’s one thing for OCR to address institutional conduct in its policies or programs — prohibiting the distribution of benefits or the imposition of burdens based on race — but quite another to regulate institutional speech in programs. The FAQ would benefit from additional clarity on how the Supreme Court’s Davis decision applies to institutional speech, including mandatory trainings and institutionally sponsored events or programming.
OCR should explicitly confirm that when evaluating whether an institution has created a hostile environment, it will only consider conduct that is “so severe, pervasive, and objectively offensive that it effectively bars the victim’s access to an educational opportunity or benefit” as rising to that level. Expressly mentioning the hostile environment harassment standard as articulated in Davis in future FAQ updates would help institutions better understand the difference between unlawful conduct and protected expression. OCR’s clarifications thus far are useful, but it must make this distinction clear going forward.
As cyber threats against educational institutions continue to rise, the need to protect sensitive data and maintain secure, accessible learning environments is more crucial than ever. Authentication has always been a cornerstone of cybersecurity, but traditional methods are proving insufficient. For educational institutions facing unique challenges, deviceless authentication (which doesn’t require a cell phone) is emerging as an innovative solution, allowing schools to secure their networks without requiring users to have access to physical devices. Identity Automation’s RapidIdentity platform offers versatile deviceless options, including WebAuthn and Pictograph, which deliver robust, device-free authentication tailored to the needs of schools.
Why Authentication Matters in Education Today
With sensitive student data, health records, and other critical information at stake, cybersecurity in schools is a priority. Federal agencies like the Cybersecurity and Infrastructure Security Agency (CISA) and the Department of Education (ED) have increasingly emphasized the need for multi-factor authentication (MFA) as an essential security measure. They urge schools to strengthen their defenses with MFA, advocating for security standards that go beyond passwords. Guidance from federal government’s K-12 Cybersecurity Act and the Department of Education’s resources on protecting student privacy provide best practices guidelines, but implementing MFA in education brings its own challenges.
Access to physical devices isn’t universal in education, and institutions are increasingly adopting device restrictions. Many students do not own personal devices, while others may be prohibited from using them on campus. Teacher unions often object to districts requiring teachers to use their personal phones for school activities. This is where deviceless authentication becomes critical: it enables every user to securely access school systems without needing an additional device, creating a seamless, secure experience for students and staff alike.
Trends in Deviceless Authentication
Across sectors, authentication methods are evolving to increase security while minimizing reliance on devices, passwords, and other traditional methods. Here are a few key trends:
WebAuthn for Passwordless Security: WebAuthn is a leading technology enabling secure, passwordless authentication across platforms. By using biometric sensors or hardware keys, WebAuthn eliminates the need for passwords entirely. For schools, WebAuthn provides a versatile deviceless solution by allowing users to authenticate through built-in or connected hardware options on any device available in the school setting, such as a laptop or desktop computer.
Pictograph Authentication for Visual Simplicity: Pictograph offers a unique, highly accessible way to authenticate by allowing users to choose and memorize a series of images rather than passwords or device-based codes. This method is ideal for students of all ages, as it does not require any device ownership and is easy for younger users to remember. Pictograph aligns well with educational environments, where students can log in quickly without needing a phone or other hardware.
Adaptive and Contextual MFA: Adaptive authentication adjusts security requirements based on factors like user location or behavior, providing extra layers of security without requiring a device. Schools benefit from these dynamic adjustments, allowing students and teachers to access resources with minimal friction while ensuring that the security adapts to higher-risk scenarios.
Zero-Trust Frameworks: Educational institutions increasingly adopt Zero Trust models, which prioritize strict identity verification at every access point. Deviceless options like WebAuthn and Pictograph fit seamlessly into this framework, making it possible for schools to implement Zero-Trust principles even in challenging environments where users may not have access to dedicated devices.
At Identity Automation, we understand the unique security needs in education and the critical importance of balancing secure access with usability. Our RapidIdentity platform is designed to provide flexible, deviceless authentication options, including WebAuthn and Pictograph, that address the specific challenges of school districts.
WebAuthn Integration: WebAuthn allows users to authenticate with cryptographic keys generated by their devices, such as biometric sensors or security keys. RapidIdentity’s support for WebAuthn enables schools to offer passwordless, device-independent security that fits naturally within classroom settings. Whether a student is using a computer lab or a shared school device, WebAuthn provides a frictionless and secure way to log in without needing to rely on personal devices.
Pictograph for Visual Authentication: Designed with younger students and device-limited environments in mind, RapidIdentity’s Pictograph feature offers a user-friendly alternative to traditional authentication methods. Instead of entering a password or using an SMS code, students can select a personalized sequence of images. This solution is particularly useful for younger students who may struggle with text-based passwords or who lack access to personal devices, providing an easy-to-remember and device-free way to log in securely.
Role-Based Access and Adaptability: With thousands of students, teachers, and staff accessing systems daily, RapidIdentity’s platform provides adaptable, role-based access specifically designed for educational institutions. Users are only prompted for higher levels of authentication when necessary, reducing friction while enhancing security. Deviceless options like WebAuthn and Pictograph make this process even smoother by offering flexible solutions that require no additional hardware for authentication.
Compliance and Federal Mandates: RapidIdentity’s solutions are built to help schools align with federal guidelines, offering a secure yet flexible way to implement MFA without compromising accessibility. With deviceless options, schools can protect student data and meet cybersecurity mandates without requiring users to carry devices, making compliance achievable for districts of all sizes and means.
Scalability and Cost-Effectiveness: Schools can avoid the high costs of purchasing, deploying, and managing hardware tokens or mobile-based authentication solutions by using RapidIdentity’s deviceless authentication. For cash-strapped districts, the ability to secure their environments without extensive device investments is a game-changer, offering schools a highly scalable and economically feasible solution.
Partnering with Identity Automation for a Safer Future
In a landscape where cyber threats are increasingly sophisticated, RapidIdentity’s deviceless authentication options, including WebAuthn and Pictograph, stand as versatile and powerful tools in an educational institution’s security arsenal. With Identity Automation, school districts can confidently adopt robust, compliant, and user-friendly authentication solutions designed specifically for the education sector.
To explore how RapidIdentity can strengthen your school’s cybersecurity posture, reach out to Identity Automation today. Our team is ready to help you navigate these challenges and implement solutions that keep your data secure while making authentication easy for every user. Contact us to learn more about deviceless authentication and other ways RapidIdentity can empower your school with comprehensive, modern security.
As a higher education leader, it’s no secret that you’re facing a fiercely competitive graduate enrollment landscape. You know as well as I do that understanding what prospective students want and how they behave isn’t just helpful – it’s crucial to your institution’s success. That’s why we teamed up with UPCEA to conduct a deep dive into today’s post-baccalaureate students, uncovering their unique needs, expectations, and wants.
Our research focused on individuals who expressed at least some interest in pursuing advanced education, and this study sheds light on what matters most to potential graduate students—everything from program types and communication preferences to application expectations.
As we dug into the data, some obvious themes emerged. Here are five key findings that can prepare your institution to stand out in this tight market and guide you in shaping strategies that resonate, engage, and deliver results.
1. Graduate enrollment is a crowded market—and the stakes are high
This is no surprise to those working in higher ed in recent years. Graduate enrollment is slowing, with just a 1.1% projected increase over the next five years. Adding to the challenge, 20% of institutions dominate 77% of the market. For everyone else, it’s a fierce battle for a shrinking pool of candidates. To win, you’ll need a sharp, focused approach.
2. Online programs are the clear favorite
Did you know that 71% of prospective students are “extremely” or “very” interested in fully online programs? Hybrid formats come in a close second, while traditional in-person options are struggling to keep pace. The data confirms that flexibility isn’t a trend—it’s a necessity.
3. Program information is a make-or-break factor
Here’s something we see far too often: quality programs losing prospective students simply because critical details—like tuition costs and course requirements—are buried or missing entirely from the school’s website. In fact, 62% of students indicated they would drop off early in their search for this exact reason.
The fix? It’s simpler than you might think. By optimizing your program pages and doubling down on SEO, you can turn passive visitors into engaged prospects.
4. Financial transparency builds trust
Sticker shock is real. High application fees, vague cost information, and limited financial aid details are among the top reasons students abandon the application process late in the game. By addressing these concerns clearly and directly, you’re not just solving a problem, you’re building trust.
When it comes to connecting with prospective graduate students, email reigns supreme. Whether it’s inquiring about programs (47%), application follow-ups (67%), or receiving application decisions (69%), email is the channel students trust the most. But here’s the catch: your emails have to be timely, personalized, and relevant in order to make an impact.
The key to graduate enrollment success is just a click away
The insights highlighted above are just the tip of the iceberg. Imagine what’s possible when you apply them to your graduate enrollment strategy.
If you’re ready to refine your approach and stay ahead of the curve, we’ve got you covered. Our report dives deeper into the data and uncovers actionable insights, including:
Positioning your online and hybrid offerings to meet growing demand
Optimizing program pages to emphasize the information students value most
Communicating financial information proactively to convert candidates
Building email outreach strategies that build trust and keep students engaged
Grab your complimentary copy of the report today, and let’s start building a better pipeline together!
Your roadmap to winning in the competitive graduate market.
Optimize Your Enrollment Funnel
Get the latest data on graduate student enrollment trends. Download the full report now.
