Tag: planning

  • Federal policy uncertainty is disrupting planning, college leaders say

    Federal policy uncertainty is disrupting planning, college leaders say

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    Dive Brief:

    • Nearly all senior higher education leaders — 98% — reported that federal policymaking has introduced uncertainty into institutional planning, according to the latest pulse survey from the American Council on Education. 
    • Topping the list of senior leaders’ most pressing concerns is state and federal interference with colleges’ autonomy. Over 70% of leaders said they were either extremely or moderately concerned about threats to independence and academic freedom.
    • “Uncertainty around research funding, immigration and international engagement, academic freedom, and student aid policy are shaping institutional decision-making and straining long-term planning efforts,” the report’s authors wrote.

    Dive Insight:

    After 2025’s many policy upheavals, it would be shocking only if college leaders didn’t report some uncertainty. 

    Last year, President Donald Trump and his administration upended many of the sector’s longstanding precedents and fundamental assumptions. Trump’s executive branch attacked everything from the U.S. Department of Education as a whole, to research funding, to the visa system for international students, to individual colleges, many of which became targets of civil rights investigations and political pressure campaigns.

    Trump and congressional Republicans also ended the 20-year-old Grad PLUS loan program and introduced new caps on federal student loans that some worry will limit students’ access to graduate education

    All of that tumult is clearly weighing on the minds of college leaders. 

    Nearly three in four senior leaders described their level of uncertainty about the federal policy environment and its impact on planning as “extreme” or “moderate,” according to the poll. Another 19% reported “some” uncertainty and 7% described it as “slight.” 

    Trump’s impact on international student enrollment — with recent studies showing dips in graduate and new students from abroad — also loomed large for many leaders. Sixty percent said they were extremely or moderately concerned about immigration restrictions and visa revocations.

    Academic freedom and institutional autonomy are also arguably more at risk than they have been in generations.

    Trump’s government has tried to force policy changes at colleges through federal investigations, research funding cuts and his compact for higher education. In some cases, the administration has wrested payments and policy changes from institutions under pressure. 

    But many colleges and universities are also losing their independence through new state laws that aim to weaken governance, direct course content, and banish diversity, equity and inclusion efforts. 

    In a recent report, the free expression group PEN America described 2025 as a “catastrophe” for higher ed. The group counted 21 bills across 15 states enacted in 2025 that it says censor higher education and were the “result of a relentless, years-old campaign to exert ideological control over college and university campuses.” 

    College leaders also flagged perennial challenges among their concerns in the ACE poll. That includes fiscal pressures, with 44% reporting either extreme or moderate concern about long-term financial viability. Enrollment, the mental health of students and perceptions about higher education’s value were all among leaders’ most pressing concerns as well. Over 75% reported extreme or moderate concern around what the public and policymakers thought about the sector. 

    The ACE report drew from a December survey of 386 senior leaders from colleges nationwide.

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  • Not everyone goes home: why inclusive winter planning matters for student success

    Not everyone goes home: why inclusive winter planning matters for student success

    Author:
    Fiona Ellison and Kate Brown

    Published:

    This blog was kindly authored by Fiona Ellison and Kate Brown, Co-Directors, Unite Foundation.

    It is the third blog in HEPI’s series with The Unite Foundation on how to best support care experienced and estranged students. You can find the first blog here and the second blog here.

    Every December, universities flood inboxes with references to “going home” and “family time.” But thousands of students will not go home, because there is no home away from university to go to. For care experienced and estranged students, winter magnifies isolation, financial pressures and risk. This isn’t a welfare sidebar; it’s a retention issue, central to building a sense of belonging for this group of students.

    The Unite Foundation supports All of Us – the UK-wide community for all care experienced and estranged students – where students can find friends who get it and allies to organise with. We know first-hand from students how challenging this time of year can be. That’s why we’re re-issuing our winter guide with practical examples of how you can support care experienced and estranged students this winter.

    Why does it matter?

    The – perhaps forgotten – Office for Students’ Equality of Opportunity Risk Register (EORR) identified risks that disproportionately affect under‑represented groups – including care experienced and estranged students – across access, continuation, and progression. These include insufficient academic and personal support, mental health challenges, cost pressures, and lack of suitable accommodation. All of which were shown to be particularly key for care experienced and estranged students – and which ,as we approach the winter period, are even more at the forefront. There are even more reasons:

    Three quick wins

    Your institution’s winter break is a stress test for belonging. When libraries close, halls empty and festive messaging assumes family gatherings care experienced and estranged students can feel invisible. There are three foundational moves that every provider should implement immediately:

    1. Mind your language – Drop “going home for Christmas” and family‑centric messaging; use inclusive language (“winter break,” “happy holidays”) across all channels.
    2. Keep the place alive – Maintain open, warm spaces (library, SU, study hubs) with skeleton staff and programmed activities for residents; publish clear opening hours and what’s on.
    3. Proactively signpost specifics – Put support routes (welfare, counselling, emergency contacts, hardship funds) in email signatures, posters and social media – not buried webpages.

    Everyone’s role

    Supporting care experienced and estranged students during the winter break isn’t just a widening participation problem – activity should run through everyone within the university. Here are a few suggestions of what you could be doing:

    • Academics: Make proactive check-ins part of your routine, ask students where they’ll be during the break and whether they need support. Clearly publish extenuating circumstances routes and deadlines, and consider scheduling optional study drop-ins for those staying on campus.
    • Estates and Library teams: Keep central, warm spaces open on a rota so students have somewhere to study and socialise. Publish opening hours well in advance and ensure signage at entrances makes this information visible.
    • Residence Life: Maintain a skeleton support service throughout the holiday period and actively include care experienced and estranged students in any events planned for international students, making it clear they are welcome.
    • Security: Brief your team on the heightened risks these students may face, such as harassment or stalking, and incorporate welfare checks into your holiday protocols.
    • Students’ Union: Organise inclusive social events to reduce loneliness, advertise them relentlessly across channels, and partner with local food banks or community projects to provide essential support.
    • Welfare, Counselling, and Mental Health services: Keep services running, even at reduced capacity, and promote crisis lines and emergency contacts prominently so students know help is available.
    • Widening Participation and APP leads: Ensure term-time employment opportunities continue into the break, name – a real person – as a designated contact for care experienced and estranged students.

    We need everyone to be proactive with their intentions – could you forward this to three people to encourage them to take action?

    Act now

    • If you’re a senior leader in your institution, how can you fund at least one visible, winter‑specific intervention? It could be a staffed warm hub, hardship vouchers, or a winter get-together.
    • Choose one immediate change and implement it this week. Whether it’s using inclusive language in your emails, ensuring a key space stays open, or adding support details to your signature, small actions make a big difference. Belonging is built through everyday signals of care.
    • Make sure students know about existing sources of communities. Connect peers to All of Us, the  community for care experienced and estranged students. Peer networks reduce isolation and create a sense of solidarity – especially during the winter break when loneliness can peak.

    If you’re working in higher education and want to explore this work more, so you’re not making last minute plans next year – why not join our HE Peer Professionals network – a member curated, termly meeting of fellow professionals.

    When you’re thinking about going ‘home for Christmas’ have you thought about what you can do to support a home for care experienced and estranged students? Find out more about the wider work of the Unite Foundation and how we can support you through our  Blueprint framework – to support your institution in building a safe and stable home for care experienced and estranged students, improving retention and attainment outcomes.  

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  • Strategic Planning for Legacy Programs: Rejuvenating Degrees

    Strategic Planning for Legacy Programs: Rejuvenating Degrees

    Don’t Let Legacy Programs Stall Your Growth

    In higher education today, generating buzz around new program launches is often viewed as the key to growth and market relevance. While there’s nothing wrong with investing in new programs when it makes sense, institutions tend to do so at the expense of existing offerings — including those that built their reputation. Yet legacy programs, when strategically audited and repositioned, can become some of the strongest assets in an institution’s portfolio.

    The challenge is that these programs often don’t receive the same level of attention or investment as new launches. Over time, many become overshadowed — not necessarily because they’ve lost relevance, but because the institution’s focus has shifted. Without consistent evaluation and modernization, the programs may begin to stagnate — enrollments flatten, marketing efforts diminish — while they continue to drain resources and faculty energy.  

    At the same time, legacy programs often hold unique advantages that newer offerings lack: established reputations, loyal alumni networks, and faculty with deep expertise. When they’re reexamined and repositioned through a strategic lens — leveraging internal data, market insight, and refreshed messaging — legacy programs can drive renewed growth in an increasingly competitive marketplace. 

    Auditing Programs for Their Growth Potential 

    A deliberate, data-informed audit of an institution’s programs can be the first step toward revitalizing those that are underperforming. A well-designed audit doesn’t just identify weaknesses — it also can uncover opportunities for renewal and growth. 

    A program life cycle audit assesses the current health of existing programs and tracks their performance over time. Key metrics in an audit might include:

    • Enrollment and retention trends, to gauge the program’s long-term viability
    • Course completion and graduation rates, as indicators of students’ satisfaction and support
    • Employment outcomes, to measure the program’s industry relevance and career alignment
    • Faculty-learner ratio, to ensure efficient use of instructional resources
    • Program search demand trends, to gauge the market’s interest in the program

    This process helps institutions identify whether their legacy programs are declining, stable, or experiencing renewed interest. These insights enable academic leadership teams to direct resources toward the programs that are most likely to drive growth — or sunset programs that no longer advance the institution’s goals.

    Audits shouldn’t rely solely on internal data. Comparing a program’s performance results with market demand data — such as regional job growth projections and competitors’ offerings — can clarify what the program’s challenges are and whether they stem from internal execution or broader shifts in the field. 

    Measuring Program-Market Fit 

    Analyzing a program’s market fit is just as important as evaluating its internal performance. It can help institutions decide which legacy programs need retooling, which ones are suitable for scale, and which ones should be phased out.   

    A program’s market fit analysis doesn’t have to be overly complex. It can begin with three fundamental questions:

    • Is there still demand?
      The analysis should start with a review of labor market data, industry trends, search trends, and alumni outcomes to determine whether a particular field remains robust or if demand is shifting toward other subjects or credentials.
    • How does our program compare?
      The next step is to assess what other institutions are offering in terms of delivery format (such as in-person versus online learning), curriculum, and pricing for similar programs. Understanding the competitive landscape helps identify areas where an institution’s program overlaps with others and where there may be opportunities to differentiate.
    • Does the program align with our institutional strengths?
      Legacy programs often reflect areas where the institution already has deep expertise or established credibility. If those strengths still align with current market demand, they can serve as a solid foundation for a program’s revitalization rather than a reason for its retirement. 

    Evaluating these three dimensions helps determine whether a program needs a full-blown relaunch or a more subtle refresh. The goal isn’t to reinvent for the sake of reinvention. It’s to make sure that each offering continues to serve students while also supporting the institution’s objectives. 

    Relaunching Programs With Purpose: Marketing Strategies 

    When a legacy program still holds value but needs renewed visibility, a structured relaunch can help ensure its continued relevance. Effective relaunches align academic updates, marketing strategy, and admissions communication so that all teams are working toward the same goal: positioning the program for growth. 

    A comprehensive relaunch checklist can help guide this process. Elements to consider include:

    • Program curriculum and delivery updates that reflect today’s learning preferences — such as hybrid or online models to accommodate adult learners — and industry expectations
    • Consistent messaging across marketing and admissions, ensuring that both internal and external audiences understand what’s new
    • Refreshed and tested marketing materials, including program pages and collateral materials that articulate outcomes, flexibility, and value to prospective students

    Refreshing a program’s branding and positioning is a crucial step. Students’ needs evolve, so the program’s story should evolve too. Simple adjustments — such as updating program names for clarity, refining messaging to align with search trends, or highlighting regional workforce connections — can make legacy programs more discoverable and relevant.

    Faculty also play a vital role in rebranding. Leveraging their expertise lends authenticity and authority to program relaunches. Featuring their research and industry partnerships in marketing materials reinforces the program’s real-world impact and signals that it’s grounded in experience, not just theory. 

    Key Takeaways

    • New program launches aren’t the only pathway to growth. Sustainable success also stems from repositioning existing programs.
    • Strategic audits of legacy offerings that assess their long-term performance and market fit enable your institution to relaunch them with intention.
    • Institutions that regularly review and refresh their degree portfolios are better positioned to achieve scalable, market-responsive growth while honoring the programs that built their foundation. 

    Reinvigorate Your Programs — and Your Growth Strategy

    Archer Education partners with dozens of institutions to help them launch new programs and revitalize existing ones to amplify their visibility and drive real growth. In a competitive market, data-driven program strategies enable greater institutional alignment and better market fit. 

    Contact our team today and let us help you rejuvenate your degree portfolio.

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  • Enrollment Planning: Stop Chasing Student Leads

    Enrollment Planning: Stop Chasing Student Leads

    From Lead-Chasing to Mission-Aligned Enrollment

    I spent 16 years as an enrollment leader and another 10-plus years working with enrollment leaders. As a result, I’ve witnessed firsthand how the standard lead-generation model for building enrollment is failing institutions. 

    The promise is enticing: Your marketing agency delivers a list of thousands of names of prospective students, your enrollment team works the list, and students materialize. But this approach creates a vicious cycle that undermines everything mission-driven institutions stand for. It’s like the effects of taking steroids to enhance your athletic performance — you see short-term gains that appear to be unstoppable, but they ultimately take your money, identity, and health.  

    Here’s what I’ve learned about shifting from a lead-chasing mindset to a long-term perspective focused on building enrollment foundations that actually last.

    Why Lead-Generation Strategies Fail Mission-Driven Institutions

    Finding mission-aligned students requires more than asking your institution’s marketing agency to generate leads. The traditional model — buy bulk leads, work leads, generate students — seems efficient on paper. In practice, however, it produces low conversion rates, disengaged enrollment staff, escalating acquisition costs, and devastating attrition rates.

    The math alone should give you reason to pause. When you generate more leads, you need more enrollment personnel to work them. Now you have two major problems: low-converting prospects and mounting personnel costs. Your enrollment counselors spend their days chasing people who don’t understand your mission, don’t fit your institutional culture, and, if they do enroll, often disappear after a term or two (often because they become a lead for another institution).

    This isn’t just inefficient. It’s likely counterproductive to establishing your institution’s identity. Students recruited through generic lead generation don’t know anything about your institution or what it represents. They can’t articulate why your institution matters, which turns it into a commodity in their eyes. Students can simply ask “How long will it take?” and “How much will it cost?” and not fully realize that the college experience is about so much more than that. 

    Look Inward, Not Outward: The Moneyball Principle for Enrollment

    There’s a powerful scene in the movie “Moneyball” in which Billy Beane, the general manager of the Oakland A’s baseball team, tells his scouts: “If we think like the Yankees in here, we will lose to the Yankees out there.” The same principle applies to your enrollment strategy, particularly for online and adult learners.

    If you think like Grand Canyon University, Western Governors University, or Southern New Hampshire University when designing your enrollment strategies, you likely won’t win the enrollment game, and you’ll waste an extraordinary amount of money and time in the process. 

    Those institutions have built their models based on scale, national reach, and high-volume lead generation. They have the infrastructure, capital, and brand recognition to make that work. Your institution probably doesn’t, and it shouldn’t try to.

    Just as consumers often turn to unique restaurants and up-and-coming artists once the chain establishments and pop stars start to feel too ubiquitous and impersonal, prospective students are increasingly drawn to institutions that offer something distinctive and local. Niche markets can be extraordinarily powerful when you serve them authentically. They generate raving fans. They create word-of-mouth referrals. And they build communities that sustain themselves.

    Your competitive advantage isn’t going to come from outspending the national players. It can only come from your institution being exactly what it is, something that no other institution can be. It’s about attracting students who are attracted to your mission and vision. 

    Understanding the Complete New Student Journey

    Creating a mission-centric marketing strategy begins with understanding every aspect of how prospective students experience your institution: from the design of your logo the first time they see it through the response to their first communication, the cadence of subsequent touches, and the tone of every interaction.

    One of my greatest frustrations in how higher education operates is the request-for-information (RFI) process. We ask students to provide their information and then tell them to wait for someone to contact them. 

    Almost no other industry operates this way anymore. Imagine filling out a form on Amazon and receiving a message that says, “Thank you for your interest. Someone will call you within 48 hours to help you complete your purchase.” It’s absurd. Try it out for yourself. Request information from your institution and see what happens. 

    My advice is to move away from the “Thank you, someone will be in touch” message immediately. Create an instant post-RFI experience that welcomes students and allows them to explore right then and there. Give them immediate access to program information, faculty insights, student stories, and next steps. Let them self-serve while your enrollment team prepares for meaningful, high-value conversations with them.

    When students arrive at those conversations already informed and engaged, conversion rates improve dramatically and the students who enroll actually fit the university’s mission. Let’s also not forget that passionate graduates have historically led to alumni giving down the road. 

    Using Faculty as Your Most Credible Marketers

    Building a mission-centric enrollment strategy requires faculty involvement. In the age of large language models and content generated by artificial intelligence (AI), credible human voices matter more than ever. Prospective students can spot generic marketing copy instantly. What can’t be replicated is the authentic passion of a faculty member explaining why their discipline matters and how your institution approaches it differently.

    Your faculty are your best marketers, especially right now. They bring subject matter expertise, institutional knowledge, and genuine enthusiasm to your messaging. They can articulate your mission in ways that marketing agencies never will. When faculty are engaged in creating content, participating in virtual information sessions, and connecting with prospective students during the exploration phase, the return on investment is extraordinary.

    Embracing Cybernetics: Governance That Learns and Adapts

    If you haven’t read Robert Birnbaum’s “How Colleges Work,” I strongly recommend it. Birnbaum outlines four organizational models in higher education, and I can typically identify which model an institution operates under after just one interaction. I can definitely confirm it if I look at their historical enrollment data.

    For enrollment management specifically, I advocate for what Birnbaum calls the cybernetics model. Cybernetic systems are self-correcting. Teams gather feedback, learn from outcomes, and adjust their strategies accordingly. This stands in stark contrast to the way the political, bureaucratic, and collegial organizational models that often dominate campus decision-making operate.

    A cybernetic approach to enrollment planning means:

    • Creating governance structures in which teams have genuine authority to act
    • Establishing clear feedback loops among marketing, admissions, student success, and academic affairs
    • Using data to inform decisions rather than defend territories
    • Building accountability that’s linked to shared outcomes rather than departmental metrics
    • Adapting strategies based on what actually works, not what teams wish would work

    A cybernetic approach requires institutional leaders, particularly presidents and provosts, to take ownership of the enrollment vision and build governance bodies that align departmental goals with shared institutional goals. Cross-functional committees need decision-making power, not just advisory status. And planning must extend beyond annual cycles to capture multiyear trends and institutional transformation.

    Reallocating Budgets for Mission-Aligned Impact

    Shifting to a mission-driven enrollment strategy requires budget reallocation. You must move dollars away from lead volume activities and toward initiatives that create lasting impact, such as:

    • Faculty-driven enrollment strategies that showcase your distinctive strengths
    • Mission-driven search engine optimization (SEO) and generative engine optimization (GEO) strategies that capitalize on these distinctive strengths 
    • Content creation that tells your institutional story authentically
    • Relationship-building programs that deepen community connections
    • Course scheduling systems that ensure students can access the right courses at the right terms

    These investments usually don’t generate immediate returns in the same way that purchasing 10,000 leads might. But they compound over time. They build an institution’s reputation. They create the conditions for sustainable enrollment growth rather than the enrollment roller coaster that exhausts everyone involved.

    Key Takeaways

    • Lead-chasing produces shallow growth that fades quickly and corrodes an institution’s culture. The alternative isn’t to abandon growth. It’s to anchor growth in the institution’s actual identity and what it genuinely offers.
    • Mission-aligned enrollment requires a commitment to optimizing the entire new student journey, from first awareness through graduation and beyond. It demands faculty involvement, genuine differentiation, and governance structures capable of learning and adapting.
    • Gone are the days when institutions could buy leads, work the leads, and generate students. That approach leads to poor outcomes for everyone: low conversion rates, disengaged employees, escalating costs, and high attrition.
    • The institutions that thrive in the coming decade won’t be those that outspend their competitors on lead generation. They’ll be the ones that know exactly who they are, communicate it with clarity and conviction, and build enrollment systems worthy of their mission.

    Stop thinking like the Yankees. Start building on the foundation you already have.

    Let Archer Help You With Enrollment Planning

    In my years of experience, I’ve helped many institutions establish a strong enrollment strategy. And I’m far from alone in my expertise at Archer Education. Our full-service team partners with colleges and universities of all kinds to help them build and scale their capacities. 

    Is your institution ready to work with a collaborative partner who takes the time to get to know you, then makes custom recommendations based on their decades of experience? Reach out to us today

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  • Planning with Purpose: Designing Certificate Programs That Align with Market and Mission

    Planning with Purpose: Designing Certificate Programs That Align with Market and Mission

    Higher education is seeing a surge of interest in non-degree credentials. Learners are seeking faster, more affordable pathways to workforce advancement. Employers are increasingly open to (and in some cases requesting) alternatives to traditional degrees. And with new federal policy expanding Pell Grant eligibility to non-degree programs, institutions are feeling the urgency to act.

    But not all certificate programs are created equal. And while the trend line is clear, the strategy behind how institutions respond is anything but. This moment presents an opportunity, but only for those willing to plan with purpose and set realistic expectations.

    What’s driving demand for short-term credentials?

    Recent data underscores a clear increase in interest:

    • Undergraduate certificate enrollment grew 33% and graduate certificate enrollment grew 21% from Fall 2020 to Fall 2024, according to National Student Clearinghouse data.
    • Google search volume for certificates has increased 19% from 2020 to 2025, according to Google Trends data.

    Today’s learners are drawn to programs that offer accelerated timelines, reduced costs, and clear pathways to meaningful career outcomes. Many working adults are looking to upskill or pivot careers, and a certificate can be a more practical option than a full degree.

    On the employer side, organizations want proof of skills and are increasingly willing to collaborate with institutions on curriculum design. In fact, according to a 2022 employer survey from Collegis and UPCEA, 68% of respondents said they would be interested in teaming up with an institution to develop non-degree credentials to benefit their workforce.

    Certificates are a piece of the puzzle — not the whole strategy

    Despite the interest, many institutions struggle to meet enrollment goals for certificate programs. Strong market trends do not automatically translate into high enrollment volume. The reality is that most certificates serve niche audiences and deliver modest numbers. When treated as stand-alone growth drivers, they often fall short.

    The institutions that see the most strategic value from certificates do so by positioning them within a larger enrollment and academic ecosystem. For example, we’ve helped our partner institutions find success in using certificate interest as a marketing funnel to drive engagement in related master’s programs. Once a prospective student engages, enrollment teams can advise them on the best fit for their career goals, which, for some students, is enrolling in the full degree program.

    Ready for a Smarter Way Forward?

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    What a strategic certificate model looks like

    A certificate program with purpose isn’t just a set of courses — it’s a product with clear value to both learners and the institution. Key elements of a strategic approach include:

    1. Workforce alignment: Programs must be rooted in real-time labor market data. What skills are employers seeking? Which certifications are valued? Aligning with reputable industry certifications is a proven way to ensure relevance and employer recognition.
    2. Accessibility: Pricing should reflect the certificate’s value relative to degree programs, and eligibility for financial aid must be prioritized. Lack of aid is a significant barrier to enrollment for many prospective learners.
    3. Laddering and stackability: Certificates should not be terminal unless intentionally designed that way. They should stack into larger degree pathways or offer alumni incentives for continuing their education.
    4. Delivery speed and flexibility: Busy adult learners expect quick starts, clear outcomes, and minimal red tape. Institutions need streamlined onboarding and agile curriculum design.
    5. Internal collaboration: Designing certificates in isolation often leads to friction. Academic, enrollment, and marketing teams must be aligned on purpose, target audience, and outcomes.
    6. Employer engagement: Employers want to be part of the development process and seek assurance that certificate programs teach the skills they need. Their involvement enhances the recognition and credibility of the credential.

    The role of institutions: Balance mission with market

    Certificate programs are not a shortcut to growth. But they can be a smart strategic lever when grounded in data and designed to complement an institution’s broader mission. They offer colleges and universities an opportunity to:

    • Expand access to underserved learners
    • Respond more nimbly to labor market shifts
    • Strengthen ties with regional employers
    • Drive awareness and enrollment for degree programs

    The key is alignment. When certificate offerings reflect both market demand and institutional mission, they can play a powerful role in expanding reach and impact.

    Plan with purpose, execute with intent

    Certificates are more than just a trending credential. They’re a tool to serve learners in new ways. But institutions must resist the urge to chase quick wins. Success requires thoughtful design, realistic expectations, and cross-functional collaboration.

    With the right foundation, certificate programs can do more than fill a gap. They can open doors for learners, employers, and institutions alike. Collegis supports this effort with integrated services in market research, instructional design, and portfolio development — empowering institutions to make informed, mission-aligned decisions that deliver impact.

    Innovation Starts Here

    Higher ed is evolving — don’t get left behind. Explore how Collegis can help your institution thrive.

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  • How Social Media Shapes College Planning for Students

    How Social Media Shapes College Planning for Students

    Social media is a front door for student outreach.

    Let us be honest: College planning is not just about campus tours and glossy brochures anymore. These days, it is about late-night scrolling. It is about finding your future in a 15-second TikTok or watching a day-in-the-life dorm vlog on YouTube, possibly squeezed between a skateboarding dog and a viral dance challenge. And let us admit it, none of this is mindless. Students make real decisions right there in the middle of the scroll, about where they belong, who they want to be, and what opportunities are out there (Astleitner & Schlick, 2025).

    That is the story the 2025 E-Expectations Trend Report tells us. Social media is not a bonus channel for student outreach; it is the front door. In fact, 63% of students are on Instagram, but only 53% see college content there. That is a missed opportunity (RNL, Halda, & Modern Campus, 2025). Here is the twist: Colleges know social is powerful, too. The 2025 Marketing and Recruitment Practices Report for Undergraduate Students shows that enrollment teams rank social media, retargeted, and video ads among their most effective digital tactics. Still, when it comes time to pull out their wallets, colleges spend most of their spending on Instagram and Facebook, while TikTok and YouTube, where teenagers spend much of their time, are left underused (RNL, 2025).

    Social media is where the search begins

    The E-Expectations data shows that for 56% students, social media matters most when they start thinking about college. Before they ever request information or take a tour, they are watching you. They are searching for clues, hints, and maybe a sign that this could be their future home.

    We know they are asking themselves:

    • “Could I see myself there?”
    • “Do these students look like me?”
    • “Would I fit in?”

    This lines up with findings from the Pew Research Center (2024), which reports that over 90% of teenagers use social media every day, and platforms like Instagram and TikTok are where they are most active. More importantly, teenagers rely on these platforms for support in decision-making, including school decisions (American Student Assistance, 2021).

    For first-generation and underrepresented students, that early scroll matters even more. Social media often serves as their first “window in,” a way to explore campus life and build confidence before they ever reach out (Wohn, Ellison, Khan, Fewins-Bliss, & Gray, 2013; Brown, Pyle, & Ellison, 2022). Maybe they are wondering if the dining hall food is as good as those Instagram stories claim, or if the students in the videos hang out together.

    Your social media should say:

    “We see you. We want you to feel welcome before you even set foot on campus.”

    Yet, the 2025 Marketing Practices Report suggests that many institutions lead with brand identity campaigns, polished facilities videos, or rankings rather than authentic student stories that help them feel like they belong (RNL, 2025). Students are looking for belonging; colleges are still showing off prestige. That gap is where connections can get lost.

    What makes students follow?

    2025 E-Expectations Trend Report. Explore the online expectations, experiences, and behaviors of college-bound high school students2025 E-Expectations Trend Report. Explore the online expectations, experiences, and behaviors of college-bound high school students

    The E-Expectations data makes one thing clear: Students want more than glossy photos. They want real, raw, relevant content that speaks to their life and dreams.

    • 37% follow colleges for student life content.
    • 31% want “the lowdown” on how to apply.
    • 30% are all about content in their major

    That desire for honesty is backed up by research: High school students value user-generated content for authenticity but still expect official accounts to provide reliable information. The sweet spot is when both work together (Karadağ, Tosun, & Ayan, 2024). Emotional validation from peers does not just spark a like; it deepens their sense of connection (Brandão & Ramos, 2024). In other words, students are not just following but searching for a place where they feel understood.

    Not just where, but when

    The E-Expectations data details a crucial truth: Social media matters most when students start college planning. More than half (56%) are scrolling and watching before picking up a brochure or visiting a website. After that, social media’s influence drops steadily as they move through applications, visits, and acceptance. By the time they are accepted, only 21% say social media still plays a significant role (RNL, 2025).

    The Marketing Practices Report, however, shows that many colleges still dial up their social spend around yield campaigns (RNL, 2025). That timing mismatch means institutions may miss the critical “imagination phase” when students decide if a school even makes their list. We want to meet them at the beginning, not just at the finish line.

    Other research backs this up: Universities with consistent, active presences across platforms are far more likely to stay on students’ minds (Capriotti, Oliveira, & Carretón, 2024), and aligning posts with algorithmic sequencing ensures they see the content when it matters (Cingillioglu, Gal, & Prokhorov, 2024). We want to make sure we are in their feed when they need us the most, not just when institutions need them.

    Human connections start with digital ones

    Behind every follow, like, and story tap is a student looking for an exciting and safe future. Research on elite universities shows the highest engagement comes from Instagram content that blends professionalism with authenticity (Bonilla Quijada, Perea Muñoz, Corrons, & Olmo-Arriaga, 2022). Prospective students use social media to assess fit, culture, and belonging in admissions (Jones, 2023).

    When we lean into authentic stories on students’ platforms, we can transform social media from a megaphone into a welcome mat. The 2025 Marketing and Recruitment Practices Report shows that social ads are effective, but they work best when they align with the raw, real, and relevant content students say draws them in (RNL, 2025).

    This is what we should be doing

    Institutions should aim to do more than hope students do not scroll past. Encourage exploration, curiosity, and the search for stories that sound like their own. Teenagers are not interested in polished perfection alone; they are looking for something real that feels possible for them.

    You, as institutions, need to show up where students are. Meet them in their late-night scroll, not just in a campus brochure. Answer their questions about laundry machines and dining hall mysteries, as well as the questions about belonging and opportunity. When you share genuine stories and welcome every curiosity, no matter how unusual, you help students see themselves on your campuses.

    Our collective mission goes beyond applications and acceptance rates. We want students to find their people, place, and purpose. We care about more than numbers; we care about each student’s journey. Let us help them write the next chapter, not just enroll for the next semester.

    Be the reason a student stops scrolling and starts imagining a future with you!

    Students are already scrolling. The question is: Will they stop on your story? Get the data, benchmarks, and practical recommendations in the 2025 E-Expectations Report. The late-night scroll is real. Let’s make sure students find you there! Explore the 2025 E-Expectations Report for practical strategies to build authentic, high-impact connections with prospective students.

    Talk with our marketing and recruitment experts

    RNL works with colleges and universities across the country to ensure their marketing and recruitment efforts are optimized and aligned with how student search for colleges.  Reach out today for a complimentary consultation to discuss:

    • Student search strategies
    • Omnichannel communication campaigns
    • Personalization and engagement at scale

    Request now

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  • How Artificial Intelligence Is Reshaping College Planning

    How Artificial Intelligence Is Reshaping College Planning

    What does the latest research tell us about students using AI for college planning?

    If you have spent time with today’s high school students, you know their college search journey looks nothing like it did ten, or even five, years ago. A glossy brochure or a well-timed postcard still has a place. However, the first “hello” increasingly comes through a digital assistant, a TikTok video, or a quick artificial intelligence–powered search.

    Let us not pretend artificial intelligence (AI) is everyone’s new best friend. Some students are eager, some are eye-rolling, and plenty are stuck in the “maybe” camp. That mix of excitement and hesitation is real, and it deserves as much attention as hype.

    The data is clear: nearly half of students (45 percent) have already used a digital AI assistant on a college website, with usage peaking among 9th- and 10th-graders (RNL, Halda, & Modern Campus, 2025). At the same time, a full third of students nationwide have turned to tools like ChatGPT to explore colleges, scholarships, and even essay help (RNL & Teen Voice, 2025).

    This trend is playing out nationwide, with major news outlets reporting that AI chatbots are becoming a common part of the college application process, assisting students with everything from brainstorming essays to navigating deadlines (Singer, 2023).

    For many students, AI is not futuristic; it is already woven into how they imagine, explore, and narrow their choices. Recent reporting confirms that AI-driven college search platforms are helping more students, especially those without access to personalized guidance, find the right fit and expand their options beyond what they might have considered on their own (Greenberg, 2025).

    Beyond RNL: What other research shows

    The RNL findings fit a much bigger story about how AI changes education. Around the world, researchers are watching students test, tinker, and sometimes wrestle with what these tools mean for learning and planning.

    One line of research looks at predictive modeling. Recent studies have shown that AI-driven platforms can analyze student data, grades, extracurricular activities, and demographics to predict which students are likely to pursue college and which might need extra support (Eid, Mansouri, & Miled, 2024). By flagging students at risk of falling off the college pathway, these predictive systems allow counselors to intervene earlier, potentially changing a student’s trajectory.

    Another cluster of studies zeroes in on personalized guidance. Tools built around a student’s interests and goals can recommend classes, extracurriculars, and colleges that “fit” better than a generic list. This is especially important in schools where one counselor may juggle hundreds of students (Majjate et al., 2023).

    Meanwhile, students are already using AI, sometimes in ways that make their teachers nervous. A Swedish study added some nuance: the most confident students use AI the most, while those who are already unsure of their skills tend to hold back (Klarin, 2024). That raises real equity questions about who benefits.

    And not all students are fans. Some research highlights concerns about privacy, over-reliance, and losing the chance to build their problem-solving muscles. It is a reminder that skepticism is not resistance for resistance’s sake but a way of protecting what matters to them.

    On the institutional side, surveys suggest that many colleges are preparing to use AI in admissions, whether for transcript analysis or essay review. Recent coverage underscores that admissions offices are increasingly turning to AI tools to streamline application review, identify best-fit students, and even personalize outreach (Barnard, 2024).

    If all of this feels like a promise and a warning label, it is because it is. AI can democratize access to information, but it can also amplify bias. Students know that. And they want us to take their concerns seriously.

    Empower your leadership and staff to harness the power of AI.

    Don’t get left behind in the AI transformation for higher education. See how RNL’s AI Education Services can help your leaders and staff unlock the full potential of AI on your campus.

    Learn more

    Meet the pioneers, aspirers, resistors, and fence-sitters

    As revealed by our research in The AI Divide in College Planning (RNL & Teen Voice, 2025), not all students approach artificial intelligence the same way. Four personas stand out:

    • Pioneers are already deep in the mix, using artificial intelligence for research, essays, and scholarship searches. Many say it has opened doors to colleges they might not have even considered otherwise.
    • Aspirers are curious but want proof. They like the idea of scholarship searches or cost planning, but need easy, free tools and success stories before they commit.
    • Resistors lean on counselors and family. They are worried about accuracy and privacy, but might come around if an advisor they trust introduces the tool.
    • Fence-Sitters are classic “wait and see” students. A third might trust artificial intelligence to guide them through the application process, but the majority are still unsure.

    The takeaway? There is no single “artificial intelligence student.” Institutions need flexible strategies that welcome the eager, reassure the cautious, and do not alienate the skeptics.

    What happens after the chatbot says, “Hello“?

    One of the most striking findings from the E-Expectations study is that students rarely stop at the chatbot (RNL, Halda, & Modern Campus, 2025). After engaging with an AI assistant, they move. Twenty-nine percent email admissions directly, 28% click deeper into the website, 27% fill out an inquiry form, and almost a quarter apply.

    In other words, that little chat bubble is not just answering frequently asked questions. It is a launchpad.

    Personalization meets privacy

    Here is another twist. While most students (61%) want personalization, they want it on their terms. Nearly half prefer to filter and customize their content, while only 16% want the college to decide automatically (RNL, Halda, & Modern Campus, 2025).

    That is the sweet spot for artificial intelligence: not deciding for students but giving them the levers to design their journey.

    What this means for your enrollment teams

    • AI is not just a front-end feature but a funnel mover. Treat chatbot engagement like an inquiry. Have a system ready to respond quickly when a student shifts from chatting to acting.
    • Remember the personas. Pioneers want depth, Aspirers want reassurance, Resistors want trusted guides, and Fence-Sitters want time. Design communications that honor those differences instead of pushing one script for all.
    • Personalization is not about guessing. It is about giving students control. Build tools that let them filter, sort, search, and resist the temptation to over-curate their journey.
    • AI is a natural fit for cost and scholarship exploration. If you want to hook Aspirers, put AI into your net price calculators or scholarship finders.
    • Virtual tours and event registration bots should not feel like gimmicks. When done well, they can bridge the gap between interest and visit, giving students confidence before setting foot on campus.

    Download the complete reports from RNL and our partners to see what students are telling us directly:

    Report: The AI Divide in College Planning, image of two female college students sitting on steps and looking at a laptop
    The AI Divide in College Planning
    References

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  • The Key Podcast: Colleges Are Planning for the Unknown

    The Key Podcast: Colleges Are Planning for the Unknown

    The Key Podcast: Colleges Are Planning for the Unknown

    sara.custer@in…

    Thu, 08/14/2025 – 03:00 AM

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  • Strategic planning pays off for MENA region in QS rankings

    Strategic planning pays off for MENA region in QS rankings

    Universities across the MENA region have made significant strides in the latest 2026 QS World University Rankings (WUR), reflecting a sustained push in attracting international institutions and students.

    From a previous list of 88 institutions featured in the rankings last year, the numbers increased to a total of 115 in 2026, with the region’s most notable climb being that of King Fahad University of Petroleum and Minerals in Saudi Arabia, which has been listed in the top 100 globally at a rank of 67 – a historic record for institutions in the region.

    The 16 MENA countries also added 27 new entries from across nine countries, second as a region only to Asia, which added 54 new institutions from across 19 countries.

    Among these, the University of Tripoli marked Libya’s debut in the QS WUR. Apart from Libya, only two other countries, Guatemala and Honduras, entered the rankings for the first time this year, each with one institution.

    When examining year-on-year changes, some 53% of institutions in the MENA region either maintained or improved their global ranking, while only 23% saw a decline.

    This is the lowest proportion of declining institutions among all global regions, outperforming Europe, where the maintain/improve versus decline rate stands at 52% to 44%, and Australia and New Zealand (AUNZ), where the rate is 36% to 61%.

    Countries that are part of the Gulf Cooperation Council (GCC), Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, and the United Arab Emirates, all share a common approach in making significant investments in research and education, aligned with bold national visions.

    Collectively, GCC countries outperform the MENA region average across all nine QS World University Rankings indicators. Their institutions particularly excel under the global engagement lens, which looks at internationalisation indicators such as international faculty ratio (IFR), international student ratio (ISR), and international research network (IRN). This reflects their strong global appeal in attracting international talent and fostering cross-border academic collaboration.

    Saudi Arabia leads MENA region

    Among the top 25 countries by number of ranked institutions, Saudi Arabia leads the MENA region – with 22 universities featured in the QS WUR 2026, six more than in 2024. The overall average score of Saudi institutions increased by 38%, from 20.7 to 28.5, over the past two editions.

    These advancements are arguably a result of Saudi’s 2030 Vision, as the country promised to have at least five of its universities among the top 200 universities in international rankings, thus budgeting for substantial funding for research, university-industry collaboration, and global partnerships.

    The rankings come as Dubai expands its international branch campus ecosystem, aiming to host 50% international students by 2030 as a part of its Education 33 strategy, positioning itself as an international education hub.

    Qatar also finds itself in a similar position, as Qatar University moved 10 places up to reach 112 globally. The country’s investment in research infrastructure and faculty recruitment has improved its performance in citations per faculty – a key QS metric.

    The Qatar National Vision 2030 aims to establish a world-class education system aligned with labour market needs, offering high-quality, accessible learning for all stages of life. It emphasises the development of independent and accountable institutions, robust public-private research funding, and active global engagement in cultural and scientific domains.

    Meanwhile, outside the GCC, four other countries have shown particularly impressive performances: Egypt, Jordan, Iraq, and Lebanon. These countries rank among the top six in the MENA region in terms of ranked institutions, sharing the spotlight with Saudi Arabia and the United Arab Emirates.

    According to QS’s Best Student Cities rankings, Jordan’s capital, Amman, is now the best city in the Middle East. Additionally, Jordan saw multiple universities ranked in the WUR this year, with the University of Jordan, Jordan University of Science and Technology, and the German Jordanian University improving in previous years.

    While none have yet reached the global top 400, the country is investing in STEM-focused faculty and expanding regional collaborations, especially with the Gulf.

    Meanwhile, Egypt now has 13 institutions featured in QS rankings, with Cairo University, Ain Shams University, and The American University in Cairo (AUC) leading the way.

    And in Lebanon, the American University of Beirut remains the top Lebanese institution and one of the top institutions in the MENA region.

    Despite geopolitical tensions in Lebanon, a surprise improvement occurred as the Lebanese University (LU) climbed from 577 globally in 2024 to 515 in the WUR 2026. And after the Lebanese American University placed round 701-710 globally in 2025, in 2026 it projected to 535 on the list.

    What’s next?

    Stakeholders discussed the potential reasons why universities from the MENA region have shown such a marked jump in the ranking yea on year.

    “From my perspective, key drivers include stronger institutional strategies around internationalisation, improved research output, and increasing collaborations with global partners,” Gulf Medical University academic quality assurance & institutional effectiveness specialist, Salaheldin Mostafa Khalifa, told The PIE News.

    “We can expect continued upward momentum for MENA universities in global rankings. Many institutions are investing heavily in research infrastructure, international collaborations, and faculty development,” he added.

    Meanwhile, QS broke down the “sustained progress” that universities in the regions have seen over the past year.

    We can expect continued upward momentum for MENA universities in global rankings. Many institutions are investing heavily in research infrastructure, international collaborations, and faculty development
    Salaheldin Mostafa Khalifa, Gulf Medical University

    “There are clear signs of upward momentum,” said product and research advisor at QS, Wesley Siquera, noting that the umber of ranked MENA institutions had jumped from 84 to 115 between the QS WUR 2024 and 2026 editions.

    “Finally, national development strategies provide strong indicators of where future progress may come from,” he added. “Several of the regional ‘visions’ explicitly set goals for placing domestic universities among the world’s top institutions. If these targets are met, we could see by 2030: three Omani universities in the top 500, five Saudi universities in the top 200, and seven Egyptian universities in the top 500.”

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  • The Importance of Early Career Planning (opinion)

    The Importance of Early Career Planning (opinion)

    It’s never too early, but it can be too late. This simple phrase has transformed our advising sessions with graduate students and postdocs, resonating deeply with those navigating the uncertain waters of career transitions. As career advising experts who have guided countless individuals through this journey, we have seen firsthand the power of early career planning and the pitfalls of procrastination.

    Today’s graduate students and postdocs are navigating more than just personal uncertainty. They are facing a rapidly shifting professional landscape influenced by political and societal forces beyond their control. The value of advanced degrees is being questioned in public discourse; funding cuts, hiring freezes and massive layoffs are affecting job prospects; and visa restrictions continue to impact international scholars. These trends are unsettling, but they underscore the same truth: Proactive, flexible career planning is necessary.

    The path from graduate school or a postdoctoral position to a fulfilling career is rarely a straight line. We understand; we both hold Ph.D.s and were postdocs ourselves. Yet, many students and early-career researchers delay thinking about their next steps, often until the pressure of impending graduation or the end of an appointment looms large. This delay can turn the exciting question of “What’s next?” into the anxiety-inducing “What now?”

    One common fear we encounter in our advising sessions is the fear of the unknown, and now more than ever, our best advice remains the same: Start sooner rather than later. When harnessed properly, this fear can become a powerful motivator for early career planning. If you build in time to explore your options, test possibilities and develop a flexible plan, you will be far better equipped to navigate unforeseen changes.

    Crucially, starting early does not mean locking yourself into one path. It means giving yourself enough time to adapt, explore and build a more informed and confident future, even if that future changes along the way.

    Your Hidden Advantage

    As graduate students or postdocs, you are in a unique position: You are essentially being paid to learn and become experts in your field. Beyond your specific area of study, you also have access to a wealth of resources at your research institutions designed to support your professional development. These resources include:

    • Career services: Do not wait until your final year to visit the career office. Start early and make regular appointments to discuss your evolving career goals and strategies. Career service professionals can help you save precious time and effort and remain advocates for you in your career-exploration journey. Many of us know exactly how you are feeling because we have been there, too!
    • Workshops and seminars: Attend professional and career-development workshops offered by your institution. These often cover crucial topics like résumé writing, interview preparation or networking strategies.
    • Alumni networks: Leverage your institution’s alumni network. Alumni can provide valuable insights into various career paths, and many are eager to help current graduate students and postdocs navigate the job search process.
    • Professional associations: Join relevant professional associations in your field. Many offer graduate students and postdocs memberships at reduced rates and provide access to job boards, conferences, networking events and leadership opportunities.
    • International student and scholar services: If you are on a visa, connect early with your institution’s international center. These offices can offer critical guidance on work authorization options, strategies for transitioning from an academic-sponsored visa to another type of professional visa (such as the H-1B visa) and long-term planning toward permanent residency. They can also connect you with immigration attorneys and employer resources to help you advocate for yourself throughout the process.

    Now is the time to take action. This month, schedule an appointment with your institution’s career services office (trust us, we are excited to meet and help you) and/or attend a networking event or workshop outside your immediate field of study.

    If your plan involves stepping beyond the academic landscape, do not underestimate the power of building your professional network, as referrals and recommendations play a growing role in hiring decisions. The relationships you build now, through informational interviews, mentorship and community engagement, can become invaluable sources of insight, opportunity and support throughout your career.

    The Perils of Procrastination

    Waiting until the final months of your program or position to begin your job search is a recipe for stress and missed opportunities. Early preparation not only reduces anxiety but also allows you to explore multiple career paths, build necessary skills and make meaningful connections.

    As career professionals, we see the impact of procrastination all the time: rushed applications, unclear goals, missed deadlines and tremendous stress. In our own career-exploration journey, we have been fortunate to experience the opposite. Our approach to prepare early opened doors to valuable opportunities and reduced the pressure to find just any job at the end of our postdoc. That contrast is a big reason why we now advocate so strongly for starting career planning before urgency sets in, even if you are still figuring out where you want to go.

    So what does early preparation look like?

    If you already have a strong idea of your next career step, whether it is to become faculty at a R-1 institution or secure an R&D position in industry, you should begin preparing at least a year before your intended transition. This gives you time to identify target roles, network meaningfully, develop your application materials and be ready when opportunities arise.

    If you are still unsure about what your next career step is, start your exploration journey as soon as possible. Identifying careers of interest, scheduling informational interviews, developing your professional network in the areas of interest and learning or building new skills take time. Remember that the earlier you begin, the more options you will be able to explore. Career planning is not just for people with a clear path—it is also how you find your path.

    Another critical reason to start early? Networking. Building professional relationships is one of the most powerful tools in your career exploration and job search tool kit, but it takes time. The best networking conversations happen when you are genuinely curious and not urgently seeking a job. If you wait until you are in crisis mode, panicked, pressed for time and desperate for a position, that energy can unintentionally seep into your conversations and make them less effective. By starting to connect with people well before you are actively applying for jobs, you can ask better questions, get clearer insights and build authentic relationships that may open doors later on.

    The International Perspective

    International graduate students and postdocs are navigating career planning under especially difficult circumstances. The experience of working and building a life in another country already comes with challenges, what with being far from home, managing complex visa systems and building support networks from scratch. With the current increasing political scrutiny, shifting immigration policies and rising uncertainty around international education, the pressure has only grown.

    We want to acknowledge that this is not just a logistical issue—it is also an emotional one. For many international scholars, the stress of career planning is compounded by fears about stability, belonging and being able to stay in the country to which you have contributed so much. These are not easy conversations, and they should not be faced alone.

    That is why early, informed and strategic planning is especially important. With the right tools, guidance and support system, you can better navigate the uncertainty and advocate for your future.

    • Use your resources. Connect early and often with your university’s international student or scholar office. They can clarify visa timelines, regulations and documentation requirements.
    • Get legal support. Consult with a qualified immigration attorney who can help you understand your options and advocate for you.
    • Network with intention. Seek out events, professional associations and communities that are welcoming to international scholars. These relationships can lead to valuable advice, referrals or even job opportunities.

    While visa policies and political rhetoric may be out of your control, the way you prepare and position yourself is not. Planning ahead can help you reduce uncertainty, take advantage of time-sensitive opportunities and build a support system to help you succeed wherever your career takes you.

    Know Your Path to Success

    Many students and postdocs have a clear vision of their desired career but lack understanding of how to get there. For example, many aspiring faculty underestimate how important it is to gain teaching experience or to have early conversations with their supervisor about which projects they can pursue independently for their future research statements. Similarly, those aiming for roles in industry or policy may overlook essential skills such as project management, stakeholder communication or regulatory knowledge until they begin applying and realize the gap.

    Career paths are often shaped by more than just qualifications. They are influenced by relationships, timing, self-awareness and luck, but especially by the ability to recognize and act on opportunities when they arise. That is why we often reference “planned happenstance,” a career-development theory by John Krumboltz, which encourages people to remain open-minded, take action and position themselves to benefit from unexpected opportunities. It is not about having a rigid plan, but about preparing enough that you can pivot with purpose.

    Here are three practical strategies to help you do just that:

    1. Conduct informational interviews: Speak with professionals in your target roles for invaluable insights into their day-to-day realities and career paths. Ask about those hidden requirements—the transferable skills and experiences crucial for success, but not necessarily listed in job descriptions. Use this knowledge to identify and address skill gaps early in your academic journey.
    2. Perform skill audits: Regularly assess your skills against job descriptions in your desired field and identify gaps you need to address through coursework, volunteer experiences or side projects.
    3. Seek mentorship: A good mentor can provide guidance, open doors and help you avoid common pitfalls in your career journey. Consider building a network of mentors rather than relying on a single person; different mentors can support different aspects of your professional growth. Your career services office is a great place to start!

    Early planning gives you the ability to shape your own narrative, develop key experiences intentionally and take advantage of unexpected opportunities. Do not wait to be ready to start; start now, and readiness will come.

    Start Here: A Career Planning Checklist

    Career planning does not have to be overwhelming. Small steps, taken consistently, can lead to powerful outcomes, whether you are in year one of a Ph.D. program or year four of a postdoc. Use this checklist to begin or re-energize your professional development journey.

    This month, try to:

    • Schedule a career advising appointment—even if you’re “just exploring.”
    • Attend one workshop or seminar outside of your research area.
    • Reach out to someone for an informational interview (a colleague, alum or speaker whose path interests you).
    • Identify one skill you want to build in the coming months and one way to begin (e.g., take a course, volunteer, shadow someone).
    • Join or re-engage with a professional association or community.

    By starting your career planning early, you are not just preparing for a job: You are laying the foundation for a fulfilling career. Small, consistent efforts can lead to significant results over time. The resources available to you as graduate students and postdocs are invaluable, but only effective if you use them. Do not wait for your future to happen; start building it today!

    Ellen Dobson, G.C.D.F., is the postdoctoral and graduate program manager at the Morgridge Institute for Research, where she leads professional and career-development programming for early-career researchers. Drawing on her experience as a Ph.D., postdoc and staff scientist, she is dedicated to helping graduate students and postdocs explore fulfilling career paths through supportive, practical guidance.

    Anne-Sophie Bohrer is the program manager for career and professional development in the Office of Postdoctoral Affairs at the University of Michigan. In this role, she leads the development of programs to support postdoctoral fellows from all disciplines.

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