Tag: Supporting

Six Strategies for Supporting the Non-Exempt Higher Ed Workforce

by Julie Burrell | April 23, 2025

Non-exempt staff make up more than a quarter of the higher ed workforce and provide frontline support to the campus community. They are the electricians, safety and security staff, custodians, office assistants, food service workers, and others who power higher ed’s day-to-day operations.

This vital workforce has also been shrinking. New research from CUPA-HR has shown a 9% decrease in the full-time non-exempt workforce since 2017, and an 8% decrease in the part-time non-exempt workforce during the same period.

It’s more important than ever to support your non-exempt employees by preventing burnout and bolstering work-life balance. Retention and recruitment must also remain a priority, with turnover rates for hourly non-exempt workers persistently high.

Here are six ideas for strengthening your employee value proposition for this key segment of the higher ed workforce.

Create Internal Career Pathways

Career growth is a key factor in employee satisfaction. Review your learning, development and promotion opportunities to ensure they provide pathways for all employees and are accessible to those who work outside of traditional office hours.

Upskilling non-exempt employees is also critical. Encourage managers and supervisors to identify who might step up to fill critical roles and who might need additional skills, certifications and competencies.

Don’t forget to include non-exempt employees in succession planning. Particular attention should be given to skilled craft staff, an area where the decreasing number of employees over the age of 55 might signal a potentially critical pipeline challenge.

Resource Spotlight: Hocus Pocus, Time to Focus: Innovative Career Development for Staff is an on-demand webinar detailing how the University of Tennessee Knoxville HR team built an innovative new career development unit. And learn how the University of Texas at Dallas’ BRIGHT leaders program uses a flexible model that encourages all employees to lead from where they are.

Prioritize Pay

Continue periodic pay equity reviews and work toward pay equity for all employees. Our research into the non-exempt workforce has found that women of all races/ethnicities continue to be paid less than White men who hold the same non-exempt staff positions.

Resource Spotlight: Reserve your spot in the upcoming CUPA-HR webinar Transitioning From a Broadband to a Market-Based Pay Structure to learn how University of Pittsburgh leaders replaced a 25-year-old classification system with a market-based job and compensation framework, including FLSA status adjustments. And learn about Maricopa Community College District’s strategic compensation plan in this two-part series on implementing a living wage strategy and establishing internal pay equity and market alignment.

Provide Flexibility When Possible

Many non-exempt staff need to be on campus to provide critical, in-person support to students and colleagues. But during the slower summer months, consider offering summer Fridays (either full or half-days off) and/or the option of longer shifts in exchange for fewer days per week worked.

For office employees, no-meetings Fridays set employees up for a successful Monday, ensuring they can wrap up their week and head into their weekend with less stress.

Last year, turnover was the highest among part-time hourly employees, at a rate of 25%. For this group, provide — and advertise — hours that support working parents and caregivers.

Tout Your Benefits

For both potential and current employees, benefits can be a key difference in recruitment and retention.

Do you offer competitive matching retirement contributions? Tuition benefits for employees and their families? Competitively priced health insurance? Prominently feature these benefits in your job recruitment materials. And partner with educational consultants from your retirement and insurance plans to make your current employees aware of their benefits.

Are outdated policies inadvertently causing turnover? Periodically review policies to increase benefits at no cost. For example, if your probationary period doesn’t allow sick leave, you may be losing recently onboarded staff.

Prevent Burnout

Because the non-exempt workforce is shrinking, it’s critical to avoid the overwork trap. Expecting non-exempt employees to do the work of multiple people can negatively impact job satisfaction.

What work might be discontinued or altered to adjust to less availability of staff? What work might be outsourced to help close the gap between staff availability and required work? Reductions in staffing should always be reviewed to determine what ongoing work is feasible and what work must be changed or eliminated.

Boost Culture

In addition to good benefits, culture is higher ed’s competitive advantage in the labor market.

Are both part-time and full-time non-exempt staff regularly being recognized for their work? Recognition is one of the lowest-cost retention tools that remains underused in higher ed overall. Examine how your HRIS and social media channels can be used to highlight consistently excellent employees.

Consider incorporating budget-friendly employee get-togethers into your campus routines, such as ice cream socials or pizza parties.

Resource Spotlight: Learn how to audit and boost your recognition program in Recalibrating Employee Recognition in Higher Education.

Explore more recommendations and the full data on the non-exempt workforce in CUPA-HR’s report, The Non-Exempt Higher Education Staff Workforce: Trends in Composition, Size, and Pay Equity.

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April 23, 2025
Supporting disabled women in academia matters. Here’s why

In March 2024 on International Women’s Day, I launched the Disabled Women in Academia Group.

It is a sub-group of the National Association of Disabled Staff Networks (NADSN) – for those who identify as a woman (or non-binary) at any career stage and from any area working in universities.

The group – set up with the support of Jacquie Nicholson and Hamied Haroon, Vice Chair and Chair of NADSN, aims to provide an inclusive space where all women feel they can join if they wish.

Sessions take place online and each session focuses on a specific topic, or we have a guest speaker.

I set up the group because I felt there was a gap in the market. While we already had schemes like Aurora and the Women in Academia Support Network, there wasn’t a specific space for disabled women to meet. Data from Advance HE (2024) clearly indicates both women and disabled individuals are underrepresented in senior roles at universities.

Given this, it is therefore apparent that disabled women are going to be even more underrepresented in these roles.

Of course, not everyone wishes to hold a senior role in a university, but disabled women deserve the right to thrive as much in the university setting as other groups.

Leadership and aspiration

A second reason I wished to set up the group was to enable disabled women to develop a sense that they could be leaders if that’s what they aspired to be.

There are already leadership schemes like Aurora for women, 100 Black Women Professors NOW by the Women in Higher Education Network, and Calibre, a leadership programme to support disabled staff in higher education and the NHS.

While this is not a formalised leadership programme or scheme, we do have discussions around leadership and career progression within our sessions. We need to be having these discussions as it is often the case that disabled women are perceived by others as less able due to the ableist nature of academia.

Jacinda Arden in her role as New Zealand’s Prime Minister redefined what leadership is for women and demonstrated that leaders could have those traits of compassion, show emotion, and remain effective leaders. Such groups like the Disabled Women in Academia Group create that safe space when we are engaging in that process.

The group has run for a year now and it is one of the things I most enjoy doing. I get to meet lots of different women, and we have built up a real sense of collegiality.

I have learnt a lot about the challenges we face as disabled women and strategies to address those challenges. I have learnt about the importance of leadership and that the higher education sector needs people to be working together to bring about real change to support students and staff (see NADSN’s RIDE Higher which is developing a framework to support disabled staff in higher education institutions).

The costs of coordination

However, this advocacy work, on behalf of ourselves and others carries with it an emotional cost. A colleague mentioned to me a book by Katherine May ‘Wintering: The Power of Rest and Retreat in Uncertain Times’.

Having a disability or chronic illness can bring with it uncertainty, especially if symptoms are unpredictable or we are awaiting medical treatment.

During these times we may need to engage in a period of “wintering” – here I am not referring to the actual season of winter – Katherine May uses it as a metaphor and acknowledges we can “winter” anytime, where we focus on ourselves and develop strategies that work for us, replenish our resources and subsequently come out in the spring rejuvenated and ready to face the world again.

For me, the Disabled Women in Academia Group provides a safe space to do this and fuels my hope of a more equitable environment for disabled women going forward.

Acknowledgments: Thanks to Jacquie Nicholson and Dr Hamied Haroon for comments on an earlier version and supporting the work of the Disabled Women in Academia Group.

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April 12, 2025
Supporting the Instructional Design Process: Stress-Testing Assignments with AI – Faculty Focus

While many of our conversations have focused on what generative AI means for student assignments and learning outcomes, there’s another question faculty are asking—often individually and quietly: How can we leverage AI in our own academic and administrative work? And more importantly, should we?

The answer, I believe, lies in using AI to help clear space for the work only we can do—the collaboration, connection, and critical guidance that makes education transformative.

That doesn’t mean that we simply use AI as a crutch for answering emails or summarizing meetings. In fact, I believe the true promise of AI comes from using it, in Ethan Mollick’s words, as a “genuine intellectual partner,” one that can enhance classroom discussions, assist with creating engaging instructional materials, and even help develop sophisticated problem sets or simulations that previously required extensive preparation time. As Mollick says, “the focus needs to move from task automation to capability augmentation.”

AI offers many potential applications for faculty work. While faculty should continue to prioritize the importance of maintaining human connection, empathy, and support in our teaching practice, we need to consider other ways AI can augment our work. Perhaps one way is in the design of our courses, the assignments and activities that chart student progress across content and outcomes. But rather than asking AI to develop prompts or notes for us, we can use AI as a tool to help develop our work in surprising ways.

Works in Theory, Wobbles in Practice

We’ve all fallen in love with that one key discussion question or written assignment prompt that just fizzles in the classroom. Despite our best intentions, we may not provide enough information, or we fail to anticipate a blind spot that leads students down fruitless paths. One of the challenges of course design is that all our work can seem perfectly clear and effective when we are knee-deep in the design process, but everything somehow falls apart when deployed in the wild. From simple misunderstandings to complex misconceptions, these issues typically don’t reveal themselves until we see actual student work—often when it’s too late to prevent frustration.

Bridging this gap requires iterative refinement—recognizing that what works in theory or in controlled conditions needs real-world testing, adaptation, and continuous improvement. It’s not just about designing something that works in the lab but ensuring our designs are resilient, adaptable, and responsive enough to thrive in the wild.

While there’s no substitute for real-world testing, I began wondering if AI could help with this iterative refinement. I didn’t want AI to refine or tweak my prompts. I wanted to see if I could task AI with modelling hundreds of student responses to my prompts in the hope that this process might yield the kind of insight I was too close to see.

The Process: AI-Assisted Assignment Stress Testing

After experimenting with systems like Claude and ChatGPT, I’ve discovered they can effectively analyze and refine writing prompts through the creation of simulated student responses. The basic approach works like this. First, provide the AI with information about your course and key characteristics of your student population. Then, share the assignment prompt. The AI internally generates multiple simulated student responses across different skill levels. After, it provides a comprehensive analysis identifying potential issues and opportunities.

You might specify that the analysis include common misinterpretations students might make or any structural or organizational challenges in the prompt. But the AI can also identify content development patterns and potential issues as well as population-specific concerns based on your student demographics. Finally, the AI can even suggest refinements to the prompt.

Seeing What You’re Not Seeing

To test this approach, I uploaded a personal narrative prompt that asks students to connect their life experiences to their academic goals—a common assignment in first-year writing courses.

The AI analysis revealed several blind spots in my prompt design. For instance, I hadn’t considered how non-traditional students might struggle with “choice of major” language, since many are career-changers. The AI modeled responses also revealed that students might have difficulty transitioning between personal narrative and academic analysis sections. Most valuable was seeing how different student populations might interpret the same instructions. Career-changers might focus too heavily on work experiences, while others might struggle with how much personal information to share. These insights allowed me to add clarifying language and support materials before any real students encountered these challenges.

The entire process took about 30 minutes but potentially saved hours of student confusion and faculty clarification emails. Of course, AI responses aren’t identical to human student responses, and we should be cautious about viewing AI as an infallible expert or source of absolute truth. But used as an additional lens when developing assignments, this approach can grant course designers a different perspective, one that triggers valuable insights and potentially reduces workload.

If you’d like to try this approach yourself, here’s a template prompt you can use with AI systems.

Course Design Multiplier

This process allowed me to develop targeted support materials for predicted problem areas before students struggle, building proactive scaffolding into course design from the beginning. And by sharing insights gained through AI analysis, departments could collectively improve assignment design practices—particularly valuable for multi-section courses where consistency matters. Over time, we could build a practical library of “what works” that faculty could draw from, including analyses explaining why certain assignments succeed with particular student populations and learning objectives.

AI-assisted assignment analysis offers a promising tool that respects our expertise while expanding our ability to anticipate student needs. While the technology isn’t perfect and will never replace insights gained from direct student interaction, it provides a valuable perspective that helps identify blind spots before students encounter them. This represents just one way thoughtfully implemented AI can help us do more of what matters: creating meaningful learning experiences. By using AI for the predictive work of assignment design, we free more time and energy for the deeply human work of guiding and connecting with our students—the work that only we can do.

Dr. Nathan Pritts is a leader in higher education, specializing in faculty development, instructional innovation, and the integration of emerging technologies in teaching and learning. As Professor and Program Chair for First Year Writing at the University of Arizona Global Campus, he has spearheaded initiatives in strategic implementation of online learning technologies, comprehensive faculty training programs, and the creation of scalable interventions to support both faculty and students in online environments. As author and researcher, Dr. Pritts has published widely on topics including digital pedagogy, AI-enhanced curriculum design, assessment strategies, and the future of higher education.

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March 19, 2025
Supporting the Instructional Design Process: Stress-Testing Assignments with AI – Faculty Focus

While many of our conversations have focused on what generative AI means for student assignments and learning outcomes, there’s another question faculty are asking—often individually and quietly: How can we leverage AI in our own academic and administrative work? And more importantly, should we?

The answer, I believe, lies in using AI to help clear space for the work only we can do—the collaboration, connection, and critical guidance that makes education transformative.

That doesn’t mean that we simply use AI as a crutch for answering emails or summarizing meetings. In fact, I believe the true promise of AI comes from using it, in Ethan Mollick’s words, as a “genuine intellectual partner,” one that can enhance classroom discussions, assist with creating engaging instructional materials, and even help develop sophisticated problem sets or simulations that previously required extensive preparation time. As Mollick says, “the focus needs to move from task automation to capability augmentation.”

AI offers many potential applications for faculty work. While faculty should continue to prioritize the importance of maintaining human connection, empathy, and support in our teaching practice, we need to consider other ways AI can augment our work. Perhaps one way is in the design of our courses, the assignments and activities that chart student progress across content and outcomes. But rather than asking AI to develop prompts or notes for us, we can use AI as a tool to help develop our work in surprising ways.

Works in Theory, Wobbles in Practice

We’ve all fallen in love with that one key discussion question or written assignment prompt that just fizzles in the classroom. Despite our best intentions, we may not provide enough information, or we fail to anticipate a blind spot that leads students down fruitless paths. One of the challenges of course design is that all our work can seem perfectly clear and effective when we are knee-deep in the design process, but everything somehow falls apart when deployed in the wild. From simple misunderstandings to complex misconceptions, these issues typically don’t reveal themselves until we see actual student work—often when it’s too late to prevent frustration.

Bridging this gap requires iterative refinement—recognizing that what works in theory or in controlled conditions needs real-world testing, adaptation, and continuous improvement. It’s not just about designing something that works in the lab but ensuring our designs are resilient, adaptable, and responsive enough to thrive in the wild.

While there’s no substitute for real-world testing, I began wondering if AI could help with this iterative refinement. I didn’t want AI to refine or tweak my prompts. I wanted to see if I could task AI with modelling hundreds of student responses to my prompts in the hope that this process might yield the kind of insight I was too close to see.

The Process: AI-Assisted Assignment Stress Testing

After experimenting with systems like Claude and ChatGPT, I’ve discovered they can effectively analyze and refine writing prompts through the creation of simulated student responses. The basic approach works like this. First, provide the AI with information about your course and key characteristics of your student population. Then, share the assignment prompt. The AI internally generates multiple simulated student responses across different skill levels. After, it provides a comprehensive analysis identifying potential issues and opportunities.

You might specify that the analysis include common misinterpretations students might make or any structural or organizational challenges in the prompt. But the AI can also identify content development patterns and potential issues as well as population-specific concerns based on your student demographics. Finally, the AI can even suggest refinements to the prompt.

Seeing What You’re Not Seeing

To test this approach, I uploaded a personal narrative prompt that asks students to connect their life experiences to their academic goals—a common assignment in first-year writing courses.

The AI analysis revealed several blind spots in my prompt design. For instance, I hadn’t considered how non-traditional students might struggle with “choice of major” language, since many are career-changers. The AI modeled responses also revealed that students might have difficulty transitioning between personal narrative and academic analysis sections. Most valuable was seeing how different student populations might interpret the same instructions. Career-changers might focus too heavily on work experiences, while others might struggle with how much personal information to share. These insights allowed me to add clarifying language and support materials before any real students encountered these challenges.

The entire process took about 30 minutes but potentially saved hours of student confusion and faculty clarification emails. Of course, AI responses aren’t identical to human student responses, and we should be cautious about viewing AI as an infallible expert or source of absolute truth. But used as an additional lens when developing assignments, this approach can grant course designers a different perspective, one that triggers valuable insights and potentially reduces workload.

If you’d like to try this approach yourself, here’s a template prompt you can use with AI systems.

Course Design Multiplier

This process allowed me to develop targeted support materials for predicted problem areas before students struggle, building proactive scaffolding into course design from the beginning. And by sharing insights gained through AI analysis, departments could collectively improve assignment design practices—particularly valuable for multi-section courses where consistency matters. Over time, we could build a practical library of “what works” that faculty could draw from, including analyses explaining why certain assignments succeed with particular student populations and learning objectives.

AI-assisted assignment analysis offers a promising tool that respects our expertise while expanding our ability to anticipate student needs. While the technology isn’t perfect and will never replace insights gained from direct student interaction, it provides a valuable perspective that helps identify blind spots before students encounter them. This represents just one way thoughtfully implemented AI can help us do more of what matters: creating meaningful learning experiences. By using AI for the predictive work of assignment design, we free more time and energy for the deeply human work of guiding and connecting with our students—the work that only we can do.

Dr. Nathan Pritts is a leader in higher education, specializing in faculty development, instructional innovation, and the integration of emerging technologies in teaching and learning. As Professor and Program Chair for First Year Writing at the University of Arizona Global Campus, he has spearheaded initiatives in strategic implementation of online learning technologies, comprehensive faculty training programs, and the creation of scalable interventions to support both faculty and students in online environments. As author and researcher, Dr. Pritts has published widely on topics including digital pedagogy, AI-enhanced curriculum design, assessment strategies, and the future of higher education.

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March 19, 2025
Supporting Non-Major Biology Students: Making the Classroom YOUnique – Faculty Focus
Supporting biology courses for non-majors involves addressing the diverse needs of students with little intrinsic motivation to study the subject. Many take these courses as part of general education, not personal interest, creating a challenge in maintaining engagement and fostering deeper understanding (Haak et al. 2011). Non-majors often struggle to connect course content to their lives, making it harder to see the subject’s value (Labrov and Singer, 2010). These students come from varied academic backgrounds, resulting in different levels of preparedness and confidence (Tobias 1990; Gormally and Heil 2022). Some may experience anxiety or feel science is irrelevant to their careers (Rice et al. 2013). 

To address these challenges, educators must adopt approaches that make biology accessible and meaningful. By creating a learning environment tailored to various majors, addressing barriers, and demonstrating real-world applications, instructors can make the classroom “YOUnique.” Making the classroom “YOUnique” tailors the experience to individual needs, fostering belonging and showing biology’s relevance. This article explores how strategies—fostering engagement, connecting biology to real-world contexts, and to students’ majors—can support non-major biology students. These strategies will help students build confidence to apply biological knowledge in their careers. 

1. Fostering Engagement in Non-Major Biology Students through a Studio Environment

Engaging students not inherently drawn to biology requires innovative teaching methods. Active learning strategies, where students actively engage in the learning process, promote participation and retention (Freeman et al. 2014). These include group discussions, hands-on experiments, problem-solving activities, and creative assessments that encourage critical thinking and peer collaboration. 

A case study of engagement is the studio-style introductory biology classroom at Kansas State University (Manhattan, KS, USA). This innovative teaching environment blends engaged lectures with hands-on, collaborative activities, with the instructor as a facilitator. The studio integrates lecture, lab, and group work in a flexible learning environment, allowing students to actively participate in problem-solving, discussions, and projects, and it supports diverse learning activities and styles. This approach fosters an interactive environment which is beneficial for student learning. 

Here are some ways the studio-style classroom helps non-major biology students: 
- Active Learning: The classroom setup encourages active engagement, helping non-majors grasp complex biological concepts through hands-on experiences, computer tutorials, and group activities, rather than passive listening. 
- Collaborative Learning: Students work in small groups, promoting peer interaction and problem-solving, which supports non-majors who may feel less confident in their knowledge. 
- Integrated Learning: Combining lecture and lab time allows students to apply theoretical knowledge to practical experiments, helping solidify learning and making complex concepts more understandable. 
- Personalized Attention: The instructor can circulate among groups, providing targeted support and reassurance, which is especially beneficial for non-majors needing more guidance. 
- Flexible Space: The studio classroom’s flexibility to use various technology allows instructors to adapt teaching styles and activities, ensuring responsiveness to the diverse needs of non-major students.
2. Connecting Biology to Real-World Contexts

For non-majors, understanding how biology applies to everyday life is crucial for maintaining interest and motivation. Without a clear connection to their personal or professional lives, students may view biology as abstract or irrelevant. By demonstrating how biological principles impact their world, educators can foster greater engagement. When students recognize the value of what they are learning—whether through daily applications or career relevance—they are more likely to stay motivated, actively participate, and retain information. 

A highly effective way to establish relevance is through interdisciplinary connections that show how biology extends beyond the classroom (Beers and Jensen 2009; Morales and Boulware 2020). Prior to the first day of class, there is a discussion board asking why biology is important to them, and instructors use the responses as an avenue to connect biology and their lives during a class discussion. For every class period, the instructor connects what they are learning to their lives. For instance, using a computer simulation called “Kansas feeds the world” students can explore how photosynthesis and cellular respiration (cell biology unit), along with energy and nutrient dynamics (ecology unit), interconnect with real world issues. In the genetics unit, students connect molecular genetics and biotechnology using an assignment where the students develop a biotechnology product and generate a print ad or video commercial. The ads are shared during class, showcasing how biological processes can drive innovations like medical devices and biofuels. Each unit follows a pattern of building basic knowledge followed by exploring implications and applications to people’s lives.  

Another effective method is case-base active learning (Chaplin 2009; Dewi and Rahayu 2023). Presenting real-world scenarios, like infectious diseases or genetic testing, makes biology come alive. For example, the instructors use a readily available MMR vaccine autism case study to explore the process of science, and let students come to their own conclusions about vaccine efficacy. 

Inviting guest speakers from diverse fields can help students see biology’s broad applications (D’Andrea and Mertens 2006; Marx et al. 2021). For example, we have graduate students presenting on the benefits of “long-term ecological research stations” (LTERs) such as the Konza Prairie Biological Center (Kansas, USA), or the Scientist Spotlights, which is biography about them and their research showing that biologists are real people. These speakers not only provide real-life examples but also inspire students to think critically about how biological knowledge could inform their own career aspirations. Hearing from professionals at the intersection of biology and their disciplines broadens students’ perspectives, reinforcing biology’s fundamental role in life and work.

3. Demonstrating Relevance to Students’ Majors

For non-majors, a significant barrier to success in biology is the perception that the subject lacks relevance to their lives or careers (Gormally and Hall 2022). Students in fields like business, art, or education may struggle to see how topics like cellular respiration or ecology apply to their goals, which can hinder motivation and engagement. 

To address this challenge, educators must emphasize biology’s connections to different majors and to generate connections that have career relevance. Highlighting interdisciplinary applications, such as the role of biology in public health (communications majors), technology (computer science majors), or environmental policy (pollical science majors), can help students appreciate its broad impact. For example, a lesson on climate change might include discussions on the biological effects of carbon emissions, connecting the topic to social and economic issues like the displacement of communities due to rising sea levels and the economic costs of extreme weather events, such as hurricanes and wildfires. 

Another effective approach is personalized assignments (Driessen et al. 2024). Personalized projects allow students to explore biology in ways that resonate with their own lives. One such assignment is a “Biology Connections” activity, where students reflect on how biological concepts connect to their major and career. For example, a business student might describe how ecological sustainability impacts corporate strategies, while an education major might reflect on the importance of understanding human development in teaching practices. This reflection promotes motivation, showing students that biology has practical applications in their daily lives and careers. These personalized assignments allow instructors to make biology “YOUnique”. 

Conclusion

Supporting non-major biology students requires efforts to foster engagement, connect material to real-world contexts, and demonstrate relevance to different majors and backgrounds. Active learning, real-world connections, and ties to their major create a supportive environment where students thrive. By addressing unique challenges and interests, educators can empower non-majors to appreciate biology’s relevance and develop skills beyond the classroom. When students see content as meaningful and tied to their lives and careers, they are more likely to engage, retain knowledge, and apply it. This approach enhances understanding and equips them with critical thinking and problem-solving skills essential in any profession. By “Making the Classroom YOUnique,” educators can foster an environment where students feel valued, leading to greater motivation, academic achievement, and personal growth. A “YOUnique” approach helps students connect with the subject matter and realize their potential as learners in the biology classroom, regardless of their major. 

Jack Sytsma is a doctoral graduate teaching assistant in the Division of Biology at Kansas State University. While his research is at the forefront of understanding how plants respond to climate, Jack is equally passionate about teaching. He finds great fulfillment in educating and mentoring undergraduate students, particularly in courses that bridge ecological principles with real-world applications. With aspirations of becoming a teaching professor in biology, Jack aims to inspire the next generation of scientists by fostering curiosity and a deeper understanding of the subject.

Robert ‘Robbie’ Bear is a Senior Biology Instructor in the Division of Biology at Kansas State University. Robbie started teaching 33 years ago as an undergraduate and ever since then he has synthesized his experiences on either side of the podium into his pedagogy of an inquiry-based student centered learning. He is currently teaching his dream course and finds happiness and purpose in people discovering the importance of Biology in their life. In the remaining years of his career, Robbie wants future educators (the Jack Sytsma’s) to have the foundational pedagogy that allows them to explore, grow, and succeed as teachers.

Eve S. McCulloch, PhD, is a teaching associate professor in the Division of Biology at Kansas State University. Eve has been teaching biology courses for 12 years, ranging from introductory to upper-level classes. Eve’s research background is in mammalogy, ecology, and conservation genetics. She is in her dream job, working to support undergraduate students both in and outside of the classroom. Eve is passionate about making the biological sciences accessible to students of all backgrounds and fields of interest, and promoting undergraduate student success while at university at beyond.

References  

Armstrong, N., and S. M. Chang. “Teaching Non-Majors Biology: Pedagogical Challenges and Opportunities.” Journal of College Science Teaching (2007).

Beers, S. F., and M. Jensen. “Integrating Science and Literacy: Enhancing Understanding of Science Through Interdisciplinary Instruction.” Science Scope 32, no. 2 (2009): 20-27.

Brewer, C. A., and D. Smith. Vision and Change in Undergraduate Biology Education: A Call to Action (2011).

Chaplin, S. “Assessment of the Impact of Case Studies on Student Learning Gains in an Introductory Biology Course.” CBE—Life Sciences Education 8, no. 3 (2009): 297–306.

Cooper, K. M., et al. “The Impact of Active Learning on Retention of Non-Majors in Biology” (2019).

Cotner, S., S. Thompson, and R. Wright. “Do Biology Majors Really Differ from Non–STEM Majors?” CBE—Life Sciences Education 16, no. 3 (2017): ar48.

D’Andrea, M. L., and D. M. Mertens. “Creating Meaningful Connections: The Role of Guest Speakers in the Classroom.” Journal of College Science Teaching 35, no. 1 (2006): 40–45.

Dewi, C.A., and S. Rahayu. “Implementation of Case-Based Learning in Science Education: A Systematic Review” (2023).

Driessen, E. P., K. E. Walker, T. Hallman, A. Casper, S. L. Eddy, J. R. Schneider, and A. K. Lane. “‘It’s Been a Process’: A Multiple Case Study of Biology Instructor Efforts to Reform Their Sex and Gender Curriculum to be More Inclusive of Students with Queer Genders and Intersex Students.” CBE—Life Sciences Education 23, no. 4 (2024): ar51.

Freeman, S., et al. “Active Learning Increases Student Performance in Science, Engineering, and Mathematics.” Proceedings of the National Academy of Sciences 111, no. 23 (2014): 8410–8415.

Gormally, C., and A. Heil. “A Vision for University Biology Education for Non-Science Majors.” CBE—Life Sciences Education 21, no. 4 (2022): es5.

Haak, D. C., J. HilleRisLambers, E. Pitre, and S. Freeman. “Increased Structure and Active Learning Reduce the Achievement Gap in Introductory Biology.” Science 332, no. 6034 (2011): 1213-1216.

Labov, J. B., and S. R. Singer. “Community Colleges in the Evolving STEM Education Landscape” (2010).

Marx, M. A., R. L. Glaser, C. E. Moran, and K. P. Tucker. “A Creative Model for an Interdisciplinary Approach to Service-Learning.” Integrative and Comparative Biology 61, no. 3 (2021): 1028-1038.

Morales, E., and R. Boulware. “A Cross-Disciplinary Approach to Teaching Biology and Environmental Science: The Intersection of Biology and Policy.” Journal of College Science Teaching 49, no. 6 (2020): 40–47.

Rice, L., J. M. Barth, R. E. Guadagno, G. P. Smith, and D. M. McCallum. “The Role of Social Support in Students’ Perceived Abilities and Attitudes Toward Math and Science.” Journal of Youth and Adolescence 42, no. 7 (2013): 1028–1040.

Tobias, S. They’re Not Dumb, They’re Different: Stalking the Second Tier (1990).
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March 12, 2025
Supporting commuter students with the right information

Commuter student support takes different forms, from student lounges to travel bursaries.

However, when it comes to something as simple as the information that universities provide to prospective students and current students, it remains stubbornly focused on traditional, residential students.

As a result, commuters make untenable choices at the applicant stage, find student life difficult to navigate and feel a profound lack of belonging, throughout their student experience.

Getting it right at the start is as important as throughout.

What information is out there

In our research, which we are currently preparing for publication, we talked to commuter students and uncovered the practical impacts of a lack of information. Students suggested that their choice of institution, choice of course and the choice either to commute or relocate may have been different, if they had known about the personal, financial and educational impacts of commuting.

They didn’t just talk about travel information – bus routes, train times, car parking – which is still important and largely missing from university webpages and prospectuses. They focused more on their need for information to help them to navigate life as a student who commutes.

Commuter students told us that this absence of information suggested to them that universities don’t see commuters, leading them to feel that they don’t belong and they don’t matter.

The hidden curriculum

Our findings suggest that commuters need information in two areas, “rules of the game” and “sense of belonging.”

These are the terms developed by Dr Katharine Hubbard and colleagues to describe the two domains of the “hidden curriculum” that universities must make explicit, if non-traditional students are to succeed at university.

Our research sought to address this hidden curriculum for commuter students by developing best practice guidance for information that universities should provide to support commuters in their choices, transition and day-to-day university experience.

We randomly selected 30 universities from the 147 institutions currently registered in the UK. We entered their website and searched “commuter students.”

We downloaded and assessed the content and utility of the first four search results and then used Google search to find “university name commuter students” and followed the same method.

We found that the hidden curriculum for commuters is very real. Very few institutions have information for commuter students. Very few have information available to students pre-application, to enable an informed decision and very few have information specifically to support commuters.

Those that do, tend to focus on commuters in the negative, discouraging travel to university, in a sustainability context and framing commuting as a challenge and encouraging relocation to halls of residence.

Getting it right

But there are universities that are getting it right. Our research identified some best practices.

Some institutions provide information about being a commuter at every stage of the student lifecycle and for every student touchpoint. Ideally, including a commuter student equivalent for all information, advice and guidance that is provided.

This is especially important whenever students are making a choice – of institution, course, module, accommodation – and whenever you are providing a service – extra-curricular activities, support and other resources. Not only will this enable informed choice, it will increase the visibility of commuters, which will enhance their sense of belonging.

It’s also important to be clear about learning and teaching, to enable commuter students to make informed decisions about how possible it is to succeed as a commuter. For example, is attendance mandatory for all taught sessions? How many days a week will students be timetabled to attend and when will they know? Do students have to be able to physically access the library? Do you provide on-commute learning options?

Institutions should also ensure that information for commuters is easy to find and take a joined-up approach. We found that the best information for students was content like blogs written by commuters chronicling a day in their life, presenting “life hacks” or linking students to a commuter community. These were available via student societies, or the students’ union, which often aren’t linked to from the institution’s webpages.

Information should be “student first.” For example, ensure that travel information is available to support commuters to access their learning, rather than information about sustainability, or to discourage driving. Most of the travel information that we reviewed was abrasive in its tone, highlighting the inaccessibility of campus to car drivers and focusing on promoting modes that commuters shouldn’t use – this is noble, but it isn’t useful and it adds to the feeling that commuters are not welcome.

Another example is, rather than linking to your Access and Participation Plan as evidence that you consider the needs of commuters, interpret this and talk directly to them.

Finally, most of the information that we reviewed highlighted the problematic nature of commuting – but it can be a positive choice. Information provided by students, for students, was especially effective in promoting the benefits of commuting, supporting students to navigate life as a commuter, from a practical and emotional perspective.

Providing commuters with more honest information about the multiple costs and benefits of being a commuter student, at every stage of the student lifecycle, alongside practical support to help them to overcome these, will support students to succeed. It demonstrates, through information alone, that students are welcome and that they belong.

This blog is part of our series on commuter students, click here to read more.

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March 5, 2025
Supporting higher education’s emerging leaders

In the ever evolving world of higher education, effective leaders are required at all levels of our organisations.

Emerging leaders lead in the middle of an organisation, with responsibility for delivering aspects of an institution’s mission, vision and strategy. Their roles are wide-ranging, they work with colleagues at all levels, striving to deliver an enhanced student experience, assuring academic quality and contributing (sometimes delivering) key aspects of their provider’s strategic plan.

Emerging leaders find themselves sitting on committees, representing others, and championing particular topics, having listened to the views of their teams. For some these are new experiences, requiring support and encouragement from peers and senior leaders to embrace the opportunities and challenges.

These colleagues are often leaders of a team or group, responsible for delivering not only their personal objectives, but that of the collective group. Emerging in their leadership journey they are often new to people management, navigating the concept of developing others. Their skillset requirement is vast, their teams need them to listen to many voices and views, and synthesise this into priority areas for campaign.

Learning as leaders

Attention must be paid to those embracing leadership roles, ensuring they are supported to develop. There will inevitably be contextualised opportunities and challenges, requiring understanding of the provider, location, and/or disciplinary focus. Leaders must swiftly understand the context in which they operate, previous developments in topical matters, and the drivers of various stakeholders. We must make space for leaders to learn, providing opportunity to develop.

Emerging leaders learn through observation of senior or more established leaders, modelling behaviours and approaches, through peer networking, and crucially through experience. At different times, in different circumstances, the most beneficial learning opportunities will vary. Emerging leaders will be adaptable, recognising their own developmental need, seeking support and input based on their growing networks, and reflect on their own experiences as part of the learning journey.

Space and encouragement are needed to explore and experience leadership qualities, styles and approaches. Important qualities for all leaders in HE are highlighted here by Shân Wareing: curiosity, confidence, team work, clarity in complexity, and fearlessness.

Not as easy as it sounds

While they are learning to lead, their university requires understanding, interpretation and application of activity to ensure delivery of strategic priorities – which, as we know, aren’t always aligned to the voices and views they are being asked to represent.

Representing the views of others can be challenging, especially when a range of views need collating and presenting back to university management or the team from which they came. Colleague feedback provides leaders with the thoughts and opinions of those around them, through listening to what is being shared – and what isn’t.

Emerging leaders have to synthesise great volumes of information, pulling out the very core of an issue, articulating this back to others, making strategy understandable. Collating and considering the voices of others is important, but critically, as we know from experiences with students, we must keep those who have contributed informed about what may happen next as a result of their engagement. This can empower communities to recognise input, and demonstrates an appreciation of the value of shared views.

The views of colleagues do not always align to strategy or intended direction. In this space leaders develop heightened negotiation and articulation skills, an ability to represent strategic drivers as the mechanism for change, whilst recognising an interconnected web of views and opinions. Often responsible for the support and welfare of colleagues, they are mindful of the impact of decisions and actions on others.

Developed with experience is the ability to identify where and when swift intervention is required, or when a longer-term more measured approach is needed. Uncertainties, questions and challenges surround daily life. There are times when action is required without full knowledge of a situation, confidence and the support of your surrounding team are critical when the occasion arises.

Significant transformation

It’s widely recognised that higher education has experienced significant transformation in recent years. Emerging leaders in our sector must recognise what has gone before and seek to make the most of the opportunities and challenges to come. Transformation can be invigorating, but it also brings uncertainty, and if poorly managed can cause greater uncertainty, leading to more challenges, and so the cycle continues.

To avoid this, Catherine Moran summarises the skills required in three key principles for academic leadership. Leaders must be aware of what they are aiming for, and recognise it when achieved. Emerging leaders will develop the ability to be “present” in relationships with others, drawing on authentic skills of listening and inclusivity. And once a decision is reached, emerging leaders need to be accountable.

Emerging leaders play a vital role in HE, and must be supported to develop appropriate skills, attributes and behaviours. They are delivering strategic impact, leading teams, and enhancing the student and staff experience – let’s take a moment to ensure all those in leadership roles have the opportunity to develop and grow.

The author has written this piece as an emerging leader who has participated in Minerva’s Emerging Leadership Programme, and wishes to acknowledge the support and guidance received from Mary Stuart, Kerry Shepherd, Ben Tucker, and fellow programme participants, in shaping their emerging leadership journey.

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February 28, 2025
6 steps to a future-focused blueprint: Supporting students in making career decisions

The OECD’s (Organization for Economic Co-operation and Development) study on teenage career uncertainty underscores a growing concern: 40% of 15-year-olds lack clear career plans, a figure that has risen by over 50% since 2018. This uncertainty is linked to poorer employment outcomes in adulthood, particularly for students with lower academic performance. The study emphasizes career development programs can significantly reduce this uncertainty by helping students explore interests and align education with potential career paths. However, data from PISA 2022 shows that too few students participate in such initiatives, suggesting a need for broader access and promotion of these programs.

The issue that frequently comes to the forefront is the potential disconnect between and among CTE programs, counseling, and academic standards-based classrooms. In conversations, all appear to believe in the interconnectedness of these three areas, yet they are often separate and distinct for a variety of reasons. Helping students prepare for their lives after school and for potential careers needs to be an integral part of all school’s educational vision. This is often demonstrated in graphics and words through a school’s mission, vision, and Portrait of a Graduate.

How can educators bring CTE, counseling, and standards-based classrooms together? Let’s look at six strategies through the lens of a curricular-focused learning environment:

Facilitating Career Exploration, Awareness, & Application

Counselors play a vital role in the success of all students, helping students identify their strengths, interests, and values through a variety of tools including interest assessments and career inventories. They provide one-on-one or group sessions to help students explore specific careers tied to their interests. These activities can guide students toward careers featured in classrooms, courses, and programs.

Interdisciplinary Career Units

Career exploration and application opportunities can be easily woven into all subjects. What students are learning in the classroom and the passions they are discovering can be connected to potential careers they may want to consider. For example, math classes could include performance tasks around topics such as financial literacy or architecture, requiring teamwork and communication to solve problems. Language Arts related careers could include a grant writer, social media marketer, public relations specialist, or a journalist with projects and lessons easily connected with essential content related to reading, writing, speaking, and listening.

Partnerships between CTE programs and general education teachers can help align these activities with broader learning goals and within and across career clusters and pathways.

Project-Based Learning (PBL)

Incorporating an instructional strategy such as PBL is something that is common for CTE teachers. Using this pedagogy and incorporating future-ready skills can involve students working on complex, real-world problems over an extended period, requiring them to think critically, collaborate, and communicate effectively. Defined utilizes career-themed projects that can be integrated across subjects, such as developing a marketing plan in business classes or designing solutions for community issues in science. These experiences make skills relevant to future careers while aligning with academic standards.

Embedded Communication Training

Incorporating oral presentations, team discussions, research, and report writing into assignments across all subjects ensures consistent practice. Weaving active communication strategies into learning activities helps students practice collaboration and interpersonal skills. Projects that require students to do presentations and/or build communication documents that are informative or persuasive promote formative and summative assessments of communication skills.

Assessment & Reflection

Self-reflections and teacher feedback through the lens of reflecting on the real-world connected processes and content applications to careers through their learning can be powerful “a-ha” moments for students. The use of rubrics for evaluating skills such as problem-solving can help teachers guide students as they practice skills throughout their learning experience. Evidence of practice and growth over time can also be part of an evidenced-based portfolio for the student. Bringing these ideas together can help students understand the interconnectedness between careers, content, skills, and projects.

Collaboration with Employers & Community Partners

Schools can establish partnerships with local businesses to provide interactive career days, mentorship programs, and soft skills training. Exposing students to the workplace through job shadowing, internships, or part-time work enables them to understand real-world career dynamics. When possible, incorporating on-site visits through field trips can help introduce students to different work environments and let them see first-hand the connections between school-based learning and future opportunities.

Bringing professionals into classrooms for workshops or mentorship allows students to practice skills in real-world contexts. Additionally, business and industry experts can work collaboratively with a curriculum team to create performance tasks, projects, and virtual internships to help students bridge the world of work, academic standards, and skill development and practice.

To learn more about how you can support and engage your students in career-connected deeper learning, please click here.

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February 24, 2025
Supporting CUNY Students Demanding Divestment at CUNY Public Hearing (Rabbi Dovid Feldman)

On February 10, 2025, students and activists gathered at the CUNY College Board of Trustees Public Hearing to demand divestment. Rabbi Dovid Feldman stood in solidarity with the students, supporting their call for justice and urging them not to be intimidated by false Zionist accusations.

This powerful moment highlights the growing movement for divestment and the unwavering courage of those standing up for what is right. The rallying cry was clear: “Divest! We will not stop; we will not rest!”

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February 13, 2025
Supporting the careers of researchers means innovation, not isolation

The phrase attributed to Sir Isaac Newton, “if I have seen further, it is because I have stood on the shoulders of giants,” is often used as a metaphor for research and innovation: how each great thinker builds on the thoughts and research of others, the unending column of prize winners and esteemed fellows pursuing academic endeavour.

However, the environment I sought as a researcher and aim to enable as a university leader is more of a supportive collective, certainly one with a much less precarious base.

Perhaps the most important lessons learnt during my own research career was that the giants of research, innovation and knowledge exchange whose shoulders we are more often standing on are not the senior staff but rather the PhD students, early career researchers, postdoctoral fellows and technicians, who turn challenging questions posed into the most exciting innovative answers. And often without the bias of doing things the way we have in the past.

Untangling

Achieving the UK’s priority of innovation and the growth it drives requires a long-range vision to set direction matched with agility to rapidly pivot as new opportunities arise. This agility needs a skilled research workforce and the attraction of the brightest minds into roles at all stages of a research and innovation career.

However, these giants, whose shoulders we balance UK innovation on, need long-term confidence to initiate a career which currently has precarity baked in. Growing investment to support research and innovation is needed, but investment in equipment, facilities and consumables will not succeed without engaged and enabling expertise.

Alongside this, regional disparity of funding, low research cost recovery, and increasing regulatory demands are posing the question of how much research can any university afford to undertake. The simple answer may appear to be to do less, or divert funding to specialist institutes without dual responsibility for teaching – however, this would undermine the agility that is underpinned by broad expertise, civic and industrial partnerships and infrastructure which resides across our higher education institutions.

Fixing this knotty problem needs a systematic approach, balancing external and internal funding alongside improved recovery of the true cost of research. With restrictions in the sector and reduced internal funding impacting decisions, it is imperative to not forget the essential role of the precarious base on which our research activity in the UK is built – and to support it accordingly.

Concordat priorities

My commitment to career development and recognition of researchers is why I am excited to be continuing the great work led by Julia Buckingham as the incoming chair of the Researcher Development Concordat Strategy Group, which oversees the Researcher Development Concordat.

The concordat was first published in 2019, building on agreements of funding bodies and universities over a decade earlier. The current signatories are over 100 higher education and research institutes, who commit to the principles of environment and culture, employment, and career development for researchers in our institutions and 17 funding agencies who set grant holder requirements relating to the concordat commitments.

The concordat has recently undergone a review which identified future areas of focus to achieve continued effectiveness. Three priorities were identified:

First, agreeing a set of shared principles to define the characteristics of a positive environment for research culture, and second, working to a shared set of research culture values with measurable indicators of progress. We seek to align a set of shared broad principles to define the characteristics of a positive environment for research culture. While these must link to the REF people, culture and environment measures, they need to be high-level shared principles and ensure that they define measurable indicators of progress to avoid confusion across multiple agendas. These also need to be high enough level to ensure a collective agreement to deliver whilst also accommodating the diversity and breadth of higher education institutions and research organisations.

The third priority is simplifying the bureaucracy. This is essential in a sector with ever-growing demands of attention and associated costs to deliver. While we must maintain accountability, we need to simplify the bureaucracy to work in service of our principles and values, not dictate them. In short, we must simplify for our communities how the different national concordats can complement rather than compete for attention. To achieve this, we are reviewing and reforming reporting requirements to achieve better alignment and to incorporate them into existing reporting where possible. We are working with other bodies to align data and reporting requirements.

I am also keen to work with industry body representatives to understand and reduce barriers to the movement of careers from academia to industry and vice versa. This porosity of career is needed for both innovation and rapid business adoption of innovative ideas. For this porosity to support innovation and growth we also need to enhance engagement from the industry to support researchers throughout a changing career.

While this work is delivered by the concordat strategy group, the concordat is collectively owned by the sector and continued engagement is needed to ensure the concordat is fit for purpose. Given this, we are looking for engagement in future work, more details about which can be found on the concordat webpage. I look forward to working with higher education institutions, industry, funders, the Researcher Development Concordat Strategy Group, and individuals to deliver our collective commitments.

The Researcher Development Concordat Strategy Group secretariat is jointly funded through funding bodies from the four nations: Research England, the Scottish Funding Council, Medr (previously HEFCW), and the Department for the Economy in Northern Ireland. I thank them for their continued support.

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February 11, 2025