herc jobs logo
Menu
Menu
 
 
 
 
 
 

How to Transition from Adjunct to Full-Time Faculty

by

Adjunst to Full0Time Faculty: Professory reviewing students' work

For many educators, adjunct teaching is a valuable entry point into academia, but it often comes with low pay, limited benefits, and little job security. As higher education becomes more competitive, many adjunct instructors are eager to transition into full-time faculty roles that offer stability, professional development, and a clearer career path.

This guide offers practical and strategic advice for adjuncts who are ready to make that leap. From building a strong academic portfolio to networking and applying effectively, we will cover key steps to increase your chances of landing a full-time teaching position. Whether you hope to stay at your current institution or pursue roles elsewhere, this article will help you navigate the transition from adjunct to full-time faculty with confidence.

Understanding the Landscape

Before launching a full-time faculty job search, it is essential to understand the broader hiring landscape in higher education. Full-time roles, especially tenure-track positions, are limited and highly competitive. Many institutions rely heavily on adjunct labor to keep costs low, which means there are often far more qualified candidates than available full-time jobs.

Hiring for full-time faculty positions typically occurs through national searches, though some institutions do prioritize internal candidates, particularly those who have demonstrated a strong commitment and fit. Unfortunately, being an effective adjunct does not always guarantee consideration for full-time roles, especially if you are not actively publishing, involved in service, or aligning your work with the department’s long-term goals.

Different institutions also have other priorities. Research universities often prioritize scholarly output, while community colleges and teaching-focused institutions value instructional excellence and student engagement. Understanding what your target institutions prioritize will help you tailor your efforts.

While the odds can be daunting, having a clear picture of how the system works puts you in a better position to navigate it strategically and to stand out when opportunities arise.

Strengthen Your Academic Profile

One of the most effective ways to transition from adjunct to full-time faculty is by intentionally strengthening your academic profile. While teaching experience is a valuable foundation, institutions often seek well-rounded candidates who demonstrate excellence in multiple areas, including teaching, scholarship, and service.

Start by showcasing your teaching effectiveness. Collect strong student evaluations, request classroom observations, and build a teaching portfolio that includes syllabi, assignments, and reflective statements. Consider expanding your skill set by teaching in different formats, such as online, hybrid, or accelerated courses, which show flexibility and responsiveness to institutional needs.

If your institution values scholarship, make time for research, writing, or conference presentations, even if on a smaller scale. Publications, including short essays, blog posts, or contributions to edited volumes, can demonstrate continued engagement with your field.

Institutional service is often overlooked but can significantly strengthen your candidacy. Volunteer for departmental committees, curriculum development, or student mentoring. These roles demonstrate your investment in the institution beyond the classroom and can increase your visibility with full-time colleagues and administrators.

Ultimately, the goal is to present yourself as a colleague, not just a contractor. A strong, well-rounded academic profile shows hiring committees that you are not only capable of fulfilling a full-time role but are also already functioning as a full-time faculty member.

Network Strategically

In academia, relationships often open doors before resumes ever do. Strategic networking can significantly improve your chances of being considered for a full-time faculty position, 0especially if you are already teaching within the department.

Start by building connections with full-time faculty and department leadership. Attend meetings, workshops, or campus events where you can engage with colleagues and make your contributions visible. If you are offered opportunities to collaborate on projects, committees, or curriculum design, say yes—these roles add to your CV and help build trust and credibility.

Seek out mentorship from established faculty members who can offer guidance and potentially advocate on your behalf. Even a casual conversation over coffee can lead to valuable insights about departmental needs, upcoming job openings, or the hiring process.

Don’t overlook external networking, either. Join professional associations, attend conferences, and connect with peers through LinkedIn or academic Twitter/X. These networks can alert you to job openings and offer crucial support.

The goal is to stay on people’s radar in a genuine, professional way so that when a full-time position opens, your name is one they already know and respect.

Be Proactive with Applications

Landing a full-time faculty position typically calls for a proactive and strategic effort, rather than passively waiting for opportunities to arise. Start by regularly checking job boards like HERC Jobs, HigherEdJobs, The Chronicle of Higher Education Jobs, and your institution’s internal postings. Internal roles may not always be widely advertised, so staying in touch with department chairs or administrative staff can give you a head start.

Tailor your application materials for each position. Highlight your teaching experience, commitment to equity, and familiarity with the institution’s mission. Use your cover letter to demonstrate why you are a strong fit, not just in general, but for that specific department. Emphasize contributions beyond teaching, such as service or advising.

If you are applying to your current institution, do not assume your work speaks for itself. Include quantifiable successes (like improved course evaluations or curriculum innovations) and ask trusted colleagues for reference letters that emphasize your impact and potential.

Finally, prepare thoroughly for interviews by researching each institution, anticipating questions, and practicing your responses. Show that you are not just looking for any job; you are seeking a long-term role where you can contribute meaningfully to students, colleagues, and the campus community.

Stay Resilient and Realistic

Transitioning from adjunct to full-time faculty can be a long, emotionally taxing journey. Rejections are common, even for highly qualified candidates, and it is easy to feel discouraged. Staying resilient means recognizing that the process often takes time and that success is not always linear. At the same time, it is important to remain realistic. Full-time positions are limited, and even strong adjuncts may need to broaden their search beyond one institution or region. Consider applying to teaching-focused colleges, community colleges, or even non-tenure-track full-time roles as stepping stones.

Keep investing in your development, maintaining professional networks, and staying open to alternative paths within higher education. Roles in academic advising, instructional design, or administration can provide stability while keeping you connected to teaching and learning.

Above all, do not equate your work with your job title. Your skills, experience, and impact as an educator are real, regardless of your contract status.

Charting Your Path Forward

Moving from adjunct to full-time faculty is a challenging but achievable goal with the right strategy. By building a strong academic profile, networking intentionally, and applying proactively, you can position yourself as a compelling candidate. Stay resilient, remain open to multiple pathways, and continue growing as an educator. Your dedication, both inside and outside the classroom, can pave the way to a more stable and fulfilling academic career.

Check out Top Articles on HERC Jobs.

About the Author: Shelby Harris is a freelance writer and public sociologist. She holds a master’s degree in Sociology from East Carolina University.

Still in Service: Moving from Government to Higher Ed Careers

by

For many professionals, a career in public service is more than a job: it is a calling. It represents a commitment to community, inclusion, and the belief that one’s work should contribute to a greater good. Yet, in 2025, hundreds of thousands of government workers have faced painful job cuts and agency downsizing, leaving many questioning how they can continue to serve without the security of their former roles. The good news is that a sense of mission does not have to end when a government position does. Higher education offers a natural next step, providing opportunities to empower students, strengthen communities, and create meaningful change. Whether in teaching, administration, or student support, careers in higher ed allow you to remain grounded in service while pursuing meaningful, purpose-driven work.

Higher Education’s Role in Civic Engagement and Social Impact

Higher education has always been closely tied to the public good. Colleges and universities do not simply provide degrees; they serve as engines of civic responsibility, social mobility, and community growth. From the establishment of land-grant institutions in the 19th century to today’s commitments to access and equity, higher education has consistently positioned itself as a force for societal progress.

At its core, the mission of higher education is deeply civic: preparing students not only for careers but also for lives of informed citizenship and community participation. Public universities and community colleges carry a responsibility to make education accessible and affordable, providing opportunities for first-generation students and historically underserved populations. Beyond the classroom, higher ed institutions often partner with local organizations on initiatives such as workforce development, public health, and literacy programs—efforts that ripple outward and strengthen entire communities.

For service-oriented professionals, this connection between higher education and civic engagement creates a seamless continuation of values. Working in higher ed means contributing to a legacy of service while helping to shape the future of society itself.

Top Reasons Public Service Professionals Find Meaningful Work in Higher Education

For those who have built their careers around civic duty, the transition to higher education can feel like a natural extension of their values. The motivations that drive public service professionals—commitment to inclusion, helping others succeed, and making a lasting impact—are the same as those that fuel the work of colleges and universities.

One of the most rewarding aspects of higher ed is the opportunity to influence tomorrow’s leaders. Whether through teaching, advising, or program development, professionals directly support students in becoming thoughtful, civic-minded individuals who will contribute to their communities for years to come. The impact goes beyond individual lives: every student who gains access to education creates a ripple effect in their families, workplaces, and neighborhoods.

Equally important, higher education offers service-oriented professionals a broad range of roles beyond the classroom. Academic advisors guide students through complex pathways. Student affairs staff create supportive communities. Even roles in operations, institutional research, or policy shape systems that expand opportunity and access.

One of the most compelling aspects of working in higher education is the variety of ways professionals can make a meaningful difference.

Community Engagement: Many colleges partner directly with local organizations to address community needs through initiatives such as literacy programs, food security efforts, and workforce development projects. Employees often find themselves working at the intersection of education and civic service, seeing firsthand how their contributions positively impact lives.

Equity and Access: From financial aid specialists ensuring affordability to staff who develop programs for first-generation or minority students, numerous roles center on expanding access to education. This work directly tackles systemic barriers and promotes social mobility.

Policy and Leadership Influence: Higher ed professionals shape institutional priorities through governance, accreditation, and policy decisions. For those accustomed to working in government, this presents a familiar but fresh arena for advocacy.

Research and Innovation: Faculty and staff drive discoveries that advance social justice, environmental sustainability, and public health. These contributions ripple outward, informing policy and improving communities.

How to Leverage Your Skills for a Successful Higher Ed Career

For professionals leaving government or nonprofit roles, the good news is that many of your skills are highly transferable to higher education. Communication, policy analysis, leadership, program management, and community outreach are all core competencies that colleges and universities value. What may have been used to serve citizens in a municipal program or clients in a nonprofit organization can easily be adapted to serve students, faculty, and communities on a campus.

The key is identifying the entry points that align best with your background. For example, those with experience in public policy may find a natural fit in institutional research or compliance offices. Professionals with community engagement or social services experience can thrive in student affairs, advising, or  inclusion and belonging roles. Strong project managers may excel in administration or operations.

Networking is also essential. Professional associations, higher education conferences, and informational interviews can open doors and provide clarity about which path to pursue. Additional professional development, such as certifications in higher ed administration or student affairs, can further strengthen your transition.

Above all, remember shifting into higher ed is not about abandoning service; it is evolving it.

Continue Your Mission: Why Higher Ed Is the Next Step in Serving the Public Good

At a time when many public service professionals face uncertainty due to job cuts and restructuring, it is essential to remember that a career rooted in service does not have to end—it can take on a new life. Higher education offers a unique space where civic purpose meets long-term impact. Every role, whether in the classroom, advising, administration, or research, contributes to shaping individuals who will go on to influence communities, policies, and industries.

For those who value meaningful work, higher education provides the chance to remain part of something larger than yourself: a mission to expand access, foster inclusion, and empower future generations. Transitioning into higher education continues the public service journey in a different but equally vital area.

Interested in higher ed job opportunities? Browse our job board and create a free job seeker account to receive job alerts and upload your resume or CV, making it accessible to higher education recruiters and hiring managers.

Check out Top Articles on HERC Jobs.

About the Author: Shelby Harris is a freelance writer and public sociologist. She holds a master’s degree in Sociology from East Carolina University.

Hiring Accommodations for Neurodivergent Job Seekers

by

Request Accomodations: Job candidate participating in a virtual job interview

The hiring process can be stressful for anyone, but for many neurodivergent job seekers, it comes with additional challenges. Fast-paced questions, unclear expectations, and sensory overload amplify the stress of the hiring process. Even the most qualified candidates can struggle to shine in an environment not built with their needs in mind. This is where accommodations come in.

Requesting accommodations in the hiring process is not about getting special treatment – it is about ensuring a level playing field so you can fully demonstrate your abilities.

Accommodations during the hiring process are becoming increasingly common, but many candidates hesitate to ask, unsure of their rights or how to make the request. This article will walk you through knowing your rights, identifying your needs, and requesting accommodations with confidence.

Understanding Your Rights

In the United States, two major laws protect job seekers who need accommodations: the Americans with Disabilities Act (ADA) and the Rehabilitation Act. Under the ADA, employers with 15 or more employees must provide reasonable accommodations during hiring unless doing so causes “undue hardship” (significant difficulty or expense). The Rehabilitation Act offers similar protections for federal agencies and contractors.

A “reasonable accommodation” is simply a change in the hiring process that allows you to compete fairly for a job. This could involve adjusting the interview format, allocating additional time for a written test, or conducting the interview in a quieter location.

You do not have to disclose your diagnosis to request an accommodation. You only need to describe how your condition affects you during the hiring process and the adjustment you are requesting. For example:

“I have a condition that affects how I process verbal information, so I would like interview questions provided in writing.”

Knowing these protections can help you approach the process with more confidence – you are not asking for a favor, you’re exercising a legal right.    

Identifying Your Needs

Before requesting an accommodation, it is helpful to understand what would make the hiring process accessible for you. Start by reflecting on past interview experiences:

  • Were there moments where you struggled to keep up or recall details?
  • Did a noisy or visually busy environment distract you?
  • Was the pace of questioning overwhelming?

From there, consider what adjustments might help. Common hiring process accommodations include:

  • Receiving interview questions in advance so you can prepare your responses thoughtfully.
  • Displaying questions in the chat during virtual interviews for easier reference.
  • Extra time for assessments, such as allowing 90 minutes instead of 60 for a written test.
  • Alternative formats for tasks, such as submitting written answers in place of oral responses.
  • Quiet, low-stimulation rooms for in-person interviews.

Your needs might change depending on the type of role or the setting, so it is worth reassessing before each application process.

How and When to Request Accommodations

You can request accommodations at different points in the hiring process:

  • When submitting your application (if there is a voluntary accommodation section).
  • After receiving an interview invitation.
  • Anytime you notice a barrier to fully participating.

The most effective way to make the request is in writing, ensuring a clear record. Keep your email polite, professional, and focused on the functional need – not the diagnosis.

Sample email:

Dear [Name],

I’m looking forward to the interview for [position] on [date]. I would like to request the following reasonable accommodations to ensure I can fully participate:

  • Please provide the interview questions in advance.
  • Display the questions in the chat during the virtual interview.

Thank you for your understanding and support.

Sincerely,

[Your Name]

—

This format keeps your request clear and actionable while setting a collaborative tone.

Overcoming Common Concerns

It is normal to feel nervous or hesitant about requesting accommodations, especially if you have experienced stigma before. Many applicants worry that disclosure will hurt their chances. While discrimination is illegal, bias can still happen – which is a valid concern.

One way to reframe the request is to view it as a demonstration of professional skills: you are showing self-awareness, effective communication, and a commitment to doing the job well. That is something any employer should value. Instead of thinking, “I’m being a burden,” remind yourself, “I’m setting myself up to demonstrate my qualifications accurately.”

What to Do if Your Request is Denied

Sometimes an employer might say that they cannot provide your exact request. In these cases:

  1. Ask for clarification – they may be able to suggest an alternative that works.
  2. Document the communication – keep copies of emails or notes from calls.
  3. Know your options – if you believe your rights have been violated, you can escalate internally to HR or externally to the Equal Employment Opportunity Commission (EEOC).

If an employer consistently resists reasonable accommodations, it may be a sign that their workplace culture is not as inclusive as you need. That is valuable information before accepting an offer.

Final Tips for Advocacy and Confidence

  • Prepare a short explanation of your needs that you can adapt for different situations.
  • Save a personal “accommodation request” email template for quick use.
  • Practice making your request with a trusted friend, family member, or mentor to build confidence.
  • Join neurodivergent professional networks or disability-focused job boards to exchange tips and support.
  • Remember: your request does not just help you – it normalizes accommodations for others who may be afraid to ask.

Conclusion

Accommodations exist to make the hiring process fair, not to give anyone an advantage. Requesting them is a way of ensuring your skills are accurately represented, so that you can be evaluated for your abilities – not your ability to navigate an unaccommodated process.

By knowing your rights, identifying your needs, and making clear and timely requests, you are both advocating for yourself and contributing to a shift in workplace culture toward greater inclusion.

Your voice matters, and so does your access.

Check out Top Articles on HERC Jobs.

About the Author: Shelby Harris is a freelance writer and public sociologist. She holds a master’s degree in Sociology from East Carolina University.

Getting Published: Tips for New Grads

by

Graduating does not mean you must stop writing or wait years to publish. Getting published as a new graduate can be a powerful way to launch your career, whether you are pursuing academia, entering an industry role, or building your personal brand. However, many new graduates feel intimidated by the idea of submitting to journals or pitching to publications. You might wonder: Am I qualified? Where do I even start? The good news is that you don’t need a PhD, a book deal, or years of experience to get started.

From academic journals and trade publications to blogs and online platforms, there are multiple paths to get your ideas out into the world, and each has its benefits. This guide breaks down how new grads can start publishing strategically, build confidence, and find the right platforms for their voice, goals, and expertise.

Understanding Your Goals and Audience

Before you begin drafting or submitting your work, it is essential to clarify why you want to get published and who you want to reach. This will help you choose the right platform and shape your writing style to connect with your intended readers.

Ask yourself:

  • Are you hoping to pursue a career in academia and need peer-reviewed publications?
  • Do you want to build professional credibility in a specific field, like education, tech, or social work?
  • Are you passionate about sharing your ideas with a broader public through accessible, engaging writing?

Each goal points to a different kind of publishing outlet. Academic journals are great for research-heavy work and building your CV. Trade publications help you connect with professionals in your industry. Blogs and online platforms offer a more personal and flexible space to express ideas and build visibility.

Understanding your publishing purpose will make the process feel more focused and less overwhelming, and ensure your work lands in front of the right audience.

Starting with What You Already Have

You do not need to start from scratch to get published. One of the easiest ways to begin is to revise work you have already written, like a class paper, thesis, or capstone project. These assignments often contain strong ideas and research that, with a little editing, can be shaped into publishable content.

Start by identifying a key argument or insight from your original piece. Then adapt it to suit your chosen platform. For an academic article, revise for structure, citations, and clarity. For a blog or trade publication, simplify the language, focus on a central idea, and make it accessible to a broader audience.

Always get feedback before submitting—ask a professor, mentor, or peer to review your draft. They may catch issues you have overlooked or suggest ways to strengthen your pitch. Repurposing your work is smart and efficient, making it a great first step toward becoming a published writer.

Where to Publish: Journals, Blogs, and Trade Publications

Once you have clarified your goals and revised your writing, the next step is knowing where to publish. There are three primary types of outlets to consider: academic journals, blogs and online platforms, and trade publications. Each offers different opportunities depending on your career path, writing style, and audience.

Academic Journals

If you are planning to apply to graduate school, pursue a research career, or teach in higher education, peer-reviewed journals are essential. Start with student-run or graduate-level journals, which are more accessible to new writers. You can find opportunities through your department, university library, or academic associations in your field.

Consider co-authoring with a professor or using a strong paper from your coursework as a foundation. Be sure to follow each journal’s submission guidelines closely. Academic publishing has a steep learning curve, but it is worth the effort.

Blogs and Online Platforms

If you are looking to build a portfolio quickly or research a general audience, blogs are an excellent starting point. Platforms like Medium, Substack, or WordPress allow you to self-publish and experiment with your voice. You can also pitch posts to established blogs in your discipline, like GradHacker, The Thesis Whisperer, or Sociological Images.

Blogging is a great way to explore ideas informally, connect with readers, and showcase your perspective on current topics or personal experiences.

Trade Publications

Trade magazines and professional newsletters cater to individuals working in specific industries. Outlets like Inside Higher Ed, NACADA Journal, or Harvard Business Review accept articles, op-eds, and advice columns.

Learn to write a concise pitch email that outlines your idea and why it fits their audience. Publishing in a trade outlet shows industry engagement and helps build your credibility beyond academia.

Building Confidence and a Writing Routine

Publishing is not just about talent—it is about consistency, confidence, and practice. Many new graduates feel imposter syndrome and doubt whether they have anything valuable to say. Your perspective matters, and you don’t need to be an expert to contribute meaningfully.

Start by setting realistic writing goals. Write for 20-30 minutes a few times a week. Use tools like Pomodoro timers or writing playlists to stay focused. Do not wait for inspiration—treat writing as part of your routine.

Join a writing group, online or in-person, for accountability and encouragement. Participating in challenges like #AcWriMo (Academic Writing Month) or #100DaysofWriting can help you stay consistent.

Most importantly, do not fear rejection. Every writer faces it. Use feedback to improve your work and resubmit it elsewhere. Publishing is a long game, and each piece you write helps you grow your voice, sharpen your skills, and build your confidence over time.  

Networking and Mentorship

You do not have to navigate the publishing world on your own. Mentorship and networking can open doors, offer guidance, and help you grow as a writer.

Start by connecting with professors, advisors, or colleagues who publish regularly. Ask for feedback, co-authoring opportunities, or suggestions on where to submit. Joining professional associations in your field is another great way to find writing opportunities, as they often share calls for papers, essay contests, and blogs looking for contributors.

Do not overlook social media either. Platforms like LinkedIn and Twitter/X are filled with editors, writers, and academics who post pitch calls, submission tips, and writing advice. Engaging in these communities helps you stay informed and visible.

Publishing is easier and far more rewarding when you are part of a network. A quick conversation or shared post can lead to your next big opportunity.

Start Small, Stay Consistent, and Keep Going

Getting published as a new graduate might seem intimidating, but it is completely achievable—and incredibly rewarding. Whether you aim to build an academic profile, enter a specific industry, or simply share your voice, there is a publishing path that fits your goals. Start by revisiting your past work, identifying your audience, and exploring platforms that align with your message.

Remember, you do not need to wait for permission or perfection. Publishing is a skill you build over time through practice, feedback, and persistence. Even small steps—like a blog post or short article—can lead to bigger opportunities down the line.

Keep writing, stay open to learning, and do not be afraid to put yourself out there. The more consistently you show up, the easier it becomes to share your ideas—and the more confident you will feel doing it.

Check out Top Articles on HERC Jobs.

About the Author: Shelby Harris is a freelance writer and public sociologist. She holds a master’s degree in Sociology from East Carolina University.

How to Develop a Research Agenda as an Early-Career Academic

by

For early-career academics, developing a clear research agenda is essential for long-term success. A well-defined research agenda helps focus your scholarly efforts, build your academic reputation, and guide your decisions around publications, presentations, and research projects.

Rather than reacting to opportunities as they arise, having a plan ensures your work aligns with broader professional goals and interests. Whether you are navigating the pressures of the tenure track or building a research portfolio post-graduate school, establishing a structured approach can set you apart.

In this article, we’ll walk through practical steps for creating a research agenda, from identifying your core interests and setting realistic goals to building support systems and adapting over time. With a thoughtful plan in place, you can prioritize what matters most and grow as a scholar with purpose and confidence.

Why You Need a Research Agenda

Creating a research agenda early in your academic career offers clarity, direction, and purpose. It helps you define your scholarly identity by focusing your efforts on a cohesive set of questions or themes, rather than scattering your energy across unrelated projects. This strategic focus is especially important as you juggle competing responsibilities, like teaching, service, and administrative duties.

A strong research agenda also supports your path to tenure or promotion by demonstrating consistency and impact in your work. Committees often look for evidence of a sustained scholarly trajectory, and a clear plan makes it easier to show how your research builds over time.

Beyond institutional expectations, a research agenda can open doors to collaborations, speaking opportunities, and external funding. When others can easily understand your focus and goals, they are more likely to invite you into projects that align.

Ultimately, your agenda acts as a personal roadmap. It keeps you grounded when demands pile up and reminds you why you pursued academia in the first place.

Step 1: Identify Your Research Interests and Long-Term Vision

The first step in developing a research agenda is identifying the core interests that drive your curiosity and align with your expertise. Start by reflecting on your dissertation or recent projects—what questions excited you most? Which themes or issues felt unresolved or worth expanding? Look for patterns in your work and consider how they connect to broader conversations in your discipline.

As you clarify your interests, begin shaping a long-term vision for your research. Where do you want your scholarship to be in three to five years? The vision doesn’t have to be rigid; it should provide a directional anchor. Consider how your work contributes to your field, addresses pressing societal issues, or builds on interdisciplinary approaches.

Writing a brief statement, consisting of one to two paragraphs, can help you articulate this vision. For example, “My research explores accessibility in higher education policy, with a focus on institutional accountability and student success.” Having a vision statement guides your choices and communicates your goals clearly to others.

This vision becomes the foundation of your agenda, informing what you publish, where you present, and the kinds of projects you pursue.

Step 2: Set SMART Goals for Publications, Presentations, and Projects

Once you have identified your core research interests, the next step is to translate your vision into actionable goals. Using the SMART framework—Specific, Measurable, Achievable, Relevant, and Time-bound—can help you stay focused and productive.

Publications are often the cornerstone of an academic career. Set realistic annual goals, such as submitting one solo-authored article and one co-authored piece per year. Identify your target journals or publishers and track submission deadlines to stay organized. Diversify your writing portfolio by including peer-reviewed articles, book chapters, policy briefs, or op-eds, depending on your field and interests.

Presentations at conferences are equally valuable for gaining feedback and building visibility. Choose a conference that aligns with your research focus and offers networking opportunities. Set a goal to present at least once or twice per year and use these sessions to workshop ideas for future publications.

Research projects, whether individual or collaborative, need clear timelines. Break larger projects into phases: literature review, data collection, analysis, and writing. Assign deadlines for each stage and build in time for revisions and setbacks.

Document your goals in a research planner or digital tracker. Seeing your progress over time can be motivating and help you balance ambition with sustainability. The key is consistency; small, steady steps will build a strong scholarly foundation.

Step 3: Build a Supportive Structure Around Your Agenda

Even the most well-planned research agenda can stall without the right support systems. Building a structure around your goals will help you stay motivated, accountable, and resilient through the ups and downs of academic life.

Start by joining or forming a writing group. Regular check-ins with peers can provide encouragement, constructive feedback, and accountability. You do not need to share full drafts every time; sometimes, just showing up and writing alongside others can make a huge difference.

Mentorship is another key component. Seek out mentors who can offer guidance on research design, publishing strategies, or grant applications. Do not be afraid to reach out to scholars whose work you admire. They may be open to collaboration or informal advising.

Look for ways to integrate research into your teaching, such as turning course assignments into pilot studies or involving students in data collection. This maximizes your time and enriches the learning experience.

Finally, explore internal funding opportunities, like departmental research grants or summer stipends. Small financial boosts can cover travel, transcription, or software costs, making your projects more manageable.

With the right support, your research agenda becomes more than a plan. It becomes a sustainable part of your academic life.

Step 4: Reassess and Adapt Your Agenda Regularly

Your research agenda is not set in stone; it should evolve alongside your interests, opportunities, and professional growth. Set aside time at least once or twice a year to review your goals, assess your progress, and reflect on what is working or needs adjustment.

Maybe a project didn’t yield the expected results, or a new collaboration sparked a fresh direction. That is okay. Adaptability is part of a healthy research life. Be honest about what is feasible given your workload, and do not hesitate to revise timelines or pivot your focus.

Tracking your milestones, however small, can also help combat impostor syndrome and provide a sense of momentum. This regular practice keeps your agenda aligned with your long-term vision while allowing the flexibility to grow in unexpected, fulfilling ways.

Conclusion

Developing a research agenda as an early-career academic is one of the most empowering steps you can take to shape your future. By clarifying your interests, setting realistic goals, building supportive systems, and remaining flexible, you create a roadmap that supports both productivity and personal fulfillment. A strong agenda enhances your scholarly reputation and helps you navigate the demands of academia with greater confidence and direction.

Remember, your research agenda is a living document, something to revisit, revise, and refine as you grow. Start small, stay consistent, and give yourself permission to adapt. With time, your agenda will evolve into a body of work that reflects your voice, values, and visions as a scholar.

Check out Top Articles on HERC Jobs.

About the Author: Shelby Harris is a freelance writer and public sociologist. She holds a master’s degree in Sociology from East Carolina University.

How AI is Reshaping Higher Education

by

Artificial intelligence (AI) in higher education is rapidly transforming the landscape, reshaping how colleges and universities approach both teaching and administration. From AI-powered tutoring tools to predictive analytics in enrollment management, institutions are increasingly turning to technology to enhance efficiency, personalize learning, and streamline operations.

As AI tools like ChatGPT, learning management systems, and administrative automation become more widespread, higher education professionals face new opportunities—and new challenges. How is AI changing the role of educators? What does it mean for academic integrity, student support, or campus operations?

This article explores the growing influence of AI in higher education, highlighting the ways it is redefining classrooms, improving administrative processes, and prompting critical conversations about ethics, equity, and the future of academia. Whether you are a faculty member, administrator, or student, understanding the impact of artificial intelligence in higher education is essential for navigating the evolving educational landscape.

AI in the Classroom: Transforming Teaching & Learning

Artificial intelligence is revolutionizing the way instructors teach and students learn in higher education. One of the most significant changes is the rise of personalized learning platforms. Tools like Cognii, Carnegie Learning, and other adaptive systems use AI to assess a student’s progress in real-time and adjust content delivery to meet their unique needs. This personalized approach helps students stay engaged and supports those who may struggle with traditional teaching methods.

AI also saves faculty time by automating routine tasks. Grading software, especially for multiple-choice or short-answer assessments, can quickly evaluate student work, freeing instructors to focus on more meaningful feedback and course design. Writing tools powered by natural language processing can even offer students instant feedback on grammar, coherence, and structure, helping them improve before submitting final drafts. 

Chatbots and virtual teaching assistants are enhancing access to support beyond the classroom. These tools can answer questions, explain concepts, or direct students to resources 24/7, helping bridge gaps in availability and reducing the burden on faculty and staff.

However, the integration of AI in teaching raises important concerns. Tools like ChatGPT have sparked debates around academic integrity, as students may misuse generative AI to complete assignments dishonestly. Additionally, over-reliance on automation could risk diminishing human connection and critical thinking in the learning process. 

Despite these challenges, when used thoughtfully, AI can be a powerful complement to traditional instruction. It enables more inclusive, responsive, and flexible learning environments if educators are supported in integrating it ethically and effectively. 

AI in Administration: Boosting Efficiency & Strategy

Beyond the classroom, artificial intelligence is transforming how colleges and universities operate behind the scenes. Administrative offices are increasingly using AI to streamline workflows, improve student services, and make data-driven decisions that enhance institutional outcomes.

In admissions and enrollment management, predictive analytics are helping institutions identify prospective students who are most likely to apply, enroll, and succeed. By analyzing application data, academic records, and even social media activity, AI tools can guide recruitment strategies, optimize financial aid packages, and forecast yield rates with greater accuracy. This allows colleges to be more strategic in their outreach while maintaining a competitive edge.

Student support services are also being reimagined through AI-powered chatbots and virtual assistants. These tools offer real-time answers to common questions about registration, financial aid, housing, and academic advising, improving accessibility and reducing response times. Some institutions are even using AI to monitor student engagement and academic performance, flagging those at risk of dropping out so that interventions can be deployed early. 

Operational areas, such as scheduling, facilities management, and campus security, are also seeing gains. AI can optimize class schedules, predict maintenance needs, and even support emergency preparedness planning. These efficiencies not only save time and resources but can improve the overall student and staff experience.

However, the adoption of AI in administration is not without concerns. Algorithmic bias in admissions tools, data privacy risks, and the potential widening of equity gaps are serious issues. Institutions must be transparent about how AI is used and ensure that technological solutions do not unintentionally disadvantage underrepresented or marginalized populations.

When implemented thoughtfully, AI can help higher education institutions become more responsive, efficient, and student-centered, but oversight and accountability are key.

Ethical & Institutional Considerations

As artificial intelligence becomes more embedded in higher education, ethical concerns and institutional responsibilities are taking center stage. One major issue is faculty autonomy and job security. While AI can streamline tasks, there is growing concern that increased automation, especially in grading, advising, or curriculum design, could lead to reduced roles for instructors and staff or shift power away from educators towards tech-driven decision-making. 

Data privacy is another pressing concern. AI systems rely on vast amounts of personal data to function effectively, raising questions about how student and faculty information is collected, stored, and used. Without robust privacy protections, institutions risk exposing sensitive data to misuse or breaches.

Additionally, algorithmic bias can lead to inequitable outcomes, particularly in admissions, advising, and predictive analytics. If AI models are trained on biased data, they can reinforce existing disparities rather than correct them. 

To responsibly implement AI, institutions must establish clear policies, invest in digital literacy training, and include diverse stakeholders, especially faculty and students, in decision-making processes. Transparency, oversight, and a commitment to equity must guide how higher education leverages these powerful technologies.

The Future of AI in Higher Education

As artificial intelligence continues to evolve, its role in higher education is expected to grow, shaping everything from course delivery to campus operations. The most promising path forward lies in human-AI collaboration, where technology enhances rather than replaces the work of educators, advisors, and administrators. This means using AI to streamline tasks, support students more effectively, and free up time for more meaningful human interaction.

However, innovation must be balanced with ethical oversight and thoughtful policy development. Institutions that succeed will be those that prioritize transparency, equity, and stakeholder input as they integrate new tools. The role of AI in higher education involves more than just automation; it aims to foster more personalized, inclusive, and efficient learning environments. With the right guardrails, AI can help colleges and universities meet the evolving needs of students and society.

Check out Top Articles on HERC Jobs.

About the Author: Shelby Harris is a freelance writer and public sociologist. She holds a master’s degree in Sociology from East Carolina University.

Burnout in Academia: Causes and Solutions

by

Burnout: Cartoon illustration of a brain made up of speech bubbles

Burnout in academia is more than a personal struggle—it is a widespread, systemic issue affecting faculty, staff, researchers, and adjuncts. As universities demand more productivity, teaching excellence, and service commitments, many academic professionals are being stretched beyond their limits. The pressure to “do it all” often leads to chronic stress, emotional exhaustion, and a deep sense of disconnection from work once driven by passion.

Academic burnout is fueled not only by individual workloads but also by a culture that normalizes overwork, underappreciates labor, and offers little structural support. As mental health concerns and attrition rates rise, higher education must reckon with the unsustainable conditions it has created.

In this article, we will explore why burnout is so common in academia and offer actionable strategies (both personal and institutional) for addressing it and building a healthier, more sustainable academic environment.

Why Burnout Is So Common in Academia

Burnout in academia is not simply the result of poor time management or lack of resilience: it is a predictable outcome of structural and cultural pressures deeply embedded in higher education. Understanding these root causes is essential to addressing the problem effectively.

Structural Pressures:

The modern academic workload is often unsustainable. Faculty and staff are expected to excel in multiple demanding roles: producing high-impact research, teaching increasingly large and diverse student populations, securing grants, mentoring, serving on committees, and participating in administrative work. These responsibilities often exceed the capacity of a standard 40-hour work week, with little institutional recognition or compensation for the added strain. The burden is even heavier for adjunct instructors and contingent faculty: juggling multiple institutions with little job security or benefits.

Cultural Norms:

Academia often romanticizes overwork. There is a deeply rooted belief that academic labor is a “calling,” not just a job, one that should be fueled by passion rather than sustained by support. This mindset leads many to normalize long hours, unpaid labor, and blurred boundaries between personal life and professional responsibilities. Saying “no” or setting boundaries can feel like career sabotage in an environment where productivity is tied closely to professional worth.

Job Insecurity and Precarity:

The academic job market is highly competitive and unstable. Many early-career scholars, postdocs, and adjuncts navigate years of contingent labor without a guarantee of tenure-track employment. Even tenured faculty face rising expectations around grant funding, publication metrics, and student evaluations. Budget cuts and institutional restructuring only exacerbate these pressures.

Isolation and Emotional Labor:

Academics often work in siloed environments, with little opportunity for collaboration or peer support. In teaching and student-facing roles, faculty are increasingly expected to manage students’ mental health needs, often without training or resources. This added emotional labor contributes to burnout, especially when institutions fail to offer adequate support systems.

These systemic and cultural factors make burnout in academia alarmingly common and alarmingly overlooked.

The Impact of Burnout

The consequences of academic burnout extend far beyond fatigue. Burnout erodes the personal well-being of faculty, researchers, and staff while also undermining the mission and effectiveness of higher education institutions.

Personal Costs:

At the individual level, burnout can lead to chronic physical and mental health issues, including anxiety, depression, insomnia, and stress-related illnesses. Many academics report feeling emotionally numb, detached from their work, and unsure whether their efforts have any real impact. This disillusionment can be devastating for those who once viewed their academic careers as a source of purpose.

Professional Consequences:

Burnout reduces creativity, productivity, and job satisfaction—critical elements for effective teaching, research, and service. Faculty may miss deadlines, withdraw from collaborative projects, or struggle to engage meaningfully with students. Institutions also face the cost: increased turnover, disengagement, and a diminished academic culture. For contingent faculty and staff, burnout may mean leaving academia entirely, leading to a loss of talent, continuity, and institutional memory.

Left unaddressed, burnout compromises not only individual careers but also the sustainability of academic institutions themselves.

What You Can Do About It

While systemic forces largely drive burnout in academia, there are both individual and collective strategies that can help mitigate its effects and promote long-term sustainability.

Individual Strategies

1. Set Boundaries:

Define clear work hours and resist the urge to answer emails late at night or grade on weekends. Protecting your time is not selfish— it is essential to your longevity in the field.

2. Prioritize Strategically:

Not every task carries the same weight. Learn to distinguish between what is urgent and what is important. Focus on high-impact work, and let go of perfectionism where possible.

3. Build Support Networks:

Cultivate relationships with trusted colleagues, mentors, or peer groups where you can vent, reflect, and share strategies. If available, access mental health services or faculty support programs through your institution.

4. Protect Time for Rest and Joy:

Schedule breaks, take vacations, and engage in non-academic interests. Rest is not a luxury—it is a requirement for resilience.

Institutional and Cultural Change

1. Normalize Conversations About Burnout:

Faculty, staff, and administrators must speak openly about burnout without fear of stigma. Acknowledging its prevalence is the first step toward cultural change.

2. Advocate for Structural Reforms:

Push for manageable course loads, fair compensation for adjuncts, improved mental health resources, and transparency around promotion and tenure expectations. Collective bargaining units and faculty senates can be powerful avenues for change.

3. Redefine Success in Academia:

Encourage institutions to value collaboration, teaching, mentoring, and service alongside research output. Recognize that sustainable careers are more valuable than relentless productivity.

4. Strengthen Institutional Support Systems:

Universities must invest in long-term solutions: hiring adequate faculty, reducing administrative burdens, and providing meaningful professional development and wellness programs.

Burnout cannot be solved by self-care alone. It requires both personal boundaries and systemic change. By taking action on both fronts, academia can begin to rebuild a healthier, more human-centered environment.

Conclusion

Burnout in academia is not a personal weakness but a systemic outcome of unrealistic demands, cultural expectations, and structural inequities. The toll it takes on mental health, job satisfaction, and institutional stability is profound, and it is affecting scholars at every level, from graduate students to full professors.

Addressing burnout requires more than individual resilience or better time management. It calls for a cultural shift in how academic labor is valued, how success is defined, and how institutions support their people. While personal strategies like setting boundaries and seeking support are vital, they must be coupled with advocacy for broader change.

Creating a healthier academic environment is possible—but it will take collective awareness, honest conversations, and institutional courage. The work ahead is challenging, but it is also necessary. A more sustainable, human future for higher education begins with naming burnout for what it is—and refusing to accept it as inevitable.

Check out Top Articles on HERC Jobs.

About the Author: Shelby Harris is a freelance writer and public sociologist. She holds a master’s degree in Sociology from East Carolina University.

You Spoke. We Listened. Highlights From Our Workforce Survey

by

Question mark and light bulb icons on wooden cubes

This year, more than 1,300 of you shared your experiences, concerns, and hopes for the future of work in higher education through the 2025 HERC Higher Education Workforce Survey (formerly known as the HERC Job Seeker Survey). Whether you’re actively job searching or just thinking about your next step, your input has helped paint a clearer picture of what today’s workforce really needs.

Thank you for making your voice heard. This year’s survey was our most in-depth yet, with expanded questions on flexibility, community, burnout, and career growth. What we’ve learned from you is both eye-opening and inspiring—and it’s already making a difference in shaping HERC’s work and the efforts of our member institutions.

You’re Exploring Options, But Still Value Higher Ed

One major finding: most job seekers are keeping their options open.

  • 51% are looking at multiple industries, including higher education
  • 39% are focused specifically on careers in higher ed
  • Only 10% are seeking jobs exclusively outside higher education

This is an important reminder for colleges and universities: while many of you are still interested in higher ed, you’re also exploring other fields that offer competitive pay, flexibility, and meaningful work. Institutions that want to attract and retain top talent need to clearly communicate their values, growth opportunities, and inclusive culture.

Top Challenges: Pay, Burnout, and Career Growth

While salary continues to be the top concern, other challenges are shaping how job seekers evaluate potential employers:

  • 51% cited salary and compensation as their top concern
  • 46% said they’re experiencing career stagnation
  • 32% reported burnout or work-related stress

These findings reflect what many of you already know: competitive pay matters, but it’s not the only thing. Lack of growth and high stress levels are prompting many professionals to reevaluate where and how they want to work.

Community and Flexibility Make a Difference

One of the clearest themes in the survey was the importance of workplace community.

  • 90% of respondents said having a sense of community at work is important
  • Over 80% believe it directly impacts job satisfaction

When it comes to flexibility, hybrid work stood out as the most satisfying model:

  • 64% of hybrid workers reported high job satisfaction
  • Hybrid employees also felt a strong sense of connection, nearly on par with in-person workers

The message is clear: job seekers value flexibility, but not at the cost of feeling disconnected. A thoughtful hybrid approach can offer the best of both worlds.

Turning Insights Into Action

This survey wasn’t just about gathering data; it’s about making change. At HERC, we’re using your feedback to improve the tools, resources, and programming we offer to support your career journey. We’re also sharing these findings with our member institutions so they can better understand what candidates want and need.

Here’s what’s already underway:

  • New career resources and tools to help you grow
  • More programming for employers on flexibility, career development, and inclusive practices
  • Continued advocacy for healthier, more supportive workplace cultures across higher education

Your feedback helps shape the future of work in higher education. Whether you’re early in your career or a seasoned professional considering your next move, your voice is powerful, and we’re grateful you chose to share it with us. Please participate in our monthly quick polls on LinkedIn (follow HERC on LinkedIn) and our annual job seeker survey (the next one will be in early 2026).

Check out Top Articles on HERC Jobs.

HERC Releases 2025 Workforce Survey Results, Offering Critical Insights to Improve Hiring and Retention in Higher Education

by

San Francisco, CA — The Higher Education Recruitment Consortium (HERC) has released the findings of its 2025 HERC Higher Education Workforce Survey, providing a data-driven snapshot of the needs, concerns, and motivations of current and prospective employees in higher education. Conducted from February 4 to March 2, 2025, the survey gathered input from 1,322 respondents, providing higher education institutions with valuable insights on attracting and retaining talent in a highly competitive market. [The full report, Charting the Course: What the Workforce is Telling Us and What We Can Do About It, is available to HERC members. If you are interested in accessing the report, please contact Marcia Silva – see info at the bottom.]

The findings support what many in higher education have long suspected: that culture, flexibility, and a sense of belonging are just as important as salary, if not more so. Organizations that invest in these key areas tend to keep their employees longer and are more competitive when attracting talent.

“Our members are already doing the hard work, but sustaining progress takes more than commitment. It takes practical tools, trusted insights, and shared solutions,” said Jessica Wise, Co-Executive Director and Director of Programs of HERC. “That’s why we produced this report, to help institutions move from data to direction, and from insight to impact. Real change is possible when we focus on what’s doable and do it together.”

The annual survey, formerly known as the HERC Job Seeker Survey, was expanded this year to provide a more nuanced understanding of workplace experiences. It included new and refined questions on employee connection, community, flexibility, and well-being, creating a more holistic picture of what today’s higher ed workforce expects from their employers.

Higher Ed in a Broader Talent Market

One of the most revealing data points from the 2025 survey is how candidates are approaching their job search:

  • 51% of respondents are exploring opportunities across multiple industries, including higher education.
  • 39% are actively seeking careers specifically within higher education.
  • Only 10% are looking exclusively outside higher education.

These numbers highlight both the challenge and the opportunity for colleges and universities. While higher ed institutions must compete in a broader talent pool, the data makes clear that many candidates haven’t abandoned their interest in higher ed careers. Institutions that communicate their workplace culture, growth opportunities, and mission-driven impact have a strong chance of attracting talent from this highly flexible pool.

Key Findings: What Today’s Workforce Wants

Beyond job search trends, the 2025 HERC Workforce Survey also sheds light on what’s driving job satisfaction:

  • Salary and compensation remain top of mind, cited by 51% of respondents as their primary concern.
  • Nearly half of respondents (46%) report experiencing career stagnation, with limited growth opportunities.
  • Burnout and stress are significant issues, affecting 32% of respondents.

These challenges underscore the need for institutions to make targeted, structural improvements that go beyond compensation. Investments in career development, workload management, and career advancement pathways could yield significant gains in employee engagement and retention.

The Power of Community and Flexibility

The data also highlights the profound role that workplace community plays in employee satisfaction:

  • 90% of respondents say having a sense of community at work is important, with 61% strongly agreeing and another 29% somewhat agreeing.
  • Over 80% believe workplace community directly impacts their job satisfaction.

When it comes to how people work, hybrid work models emerged as the clear favorite:

  • Hybrid workers reported the highest satisfaction rates (64%) while maintaining strong connection scores (52%), nearly on par with fully in-person workers.
  • This pattern held across key indicators such as workplace relationships and a sense of belonging, indicating that limited on-site engagement can preserve community benefits while still offering valued flexibility.

Looking Ahead: From Insight to Action

HERC will use the results of this year’s survey to inform new programming, resource development, and learning opportunities for its member institutions. Member institutions will also receive suggested strategies to enhance their recruitment and retention efforts.

ABOUT THE HIGHER EDUCATION RECRUITMENT CONSORTIUM: The Higher Education Recruitment Consortium (HERC) is a nonprofit consortium committed to improving higher education recruitment practices and workplace culture to strengthen our institutions and serve our communities With over 550 colleges, universities, hospitals, research labs, government agencies, and related organizations, HERC works to ensure member institutions are sites of belonging, where all faculty and staff can thrive. HERC provides resources, networking, and outreach programs to attract, hire, and retain a qualified, multi-faceted workforce. HERC also helps job seekers find, apply for, and succeed in higher education careers through its website, HERC Jobs.

CONTACT: Marcia Silva, Higher Education Recruitment Consortium, marcia@hercjobs.org, 650-417-3193

Job Search Strategy for Uncertain Times

by

With five generations now in the workforce and competition from both internal and external candidates, securing a job presents its own challenges and sometimes frustrations. In addition, depending on your targeted industry, current funding sources may be uncertain. However, with a focused job search strategy and a willingness to open yourself to alternative possibilities, gaining a job is within reach.

Resume and Cover Letter

Before starting your job search, the most crucial step is to check your resume to make sure it gives a clear summary of your achievements. Examine your current resume using this evaluation to ensure it is no longer than two pages and only includes your last ten years of employment.

Even though your extensive experience might not be adequately represented in a two-page resume, when you apply for jobs, make sure your material is tailored to each one, including relevant keywords from the job posting.

Your cover letter will be reviewed next.  If a cover letter is required for a position, make sure it is no more than one page and concentrates on the experience you have that is directly related to the job description.  Keep in mind that the cover letter should not be a rehash of your resume, but rather an account of how your professional accomplishments meet their needs.  The individual reviewing your resume and cover letter will be able to determine your suitability for their demands if you customize them to each posting’s requirements. 

Job Search Strategy

Developing a job search strategy comes in second.  Focusing on your goals can help you plan and monitor your progress more effectively and save time on sporadic searches. Making both a primary and secondary plan can help you achieve this.  While the secondary plan offers flexibility to expand your search, the primary plan will concentrate on the specifics of the job you want.

Remember that your next job is just that—your next job. It does not have to be the ideal one; it simply needs to be one that will let you keep developing your network and experience while also sharing your expertise and contributing to the success of an organization.

Let’s begin by drafting the main strategy.  It is helpful to list the qualities you are seeking in your next position during this phase:

  • Job status, i.e., full-time, part-time, or limited-term
  • Compensation – best to think of this as a range
  • Benefits that are key for your lifestyle
  • On-site versus remote or hybrid opportunities,
  • Commute preference, including whether relocating is an option. 
  • Consider what job titles fit your goals
  • What industries, or even a targeted list of employers, to focus on
  • And, lastly, outline what may be deal breakers or those elements of a job or industry that are not desirable

Focusing on opportunities that fit your needs is easier when you are clear about what you are looking for.

Clarity and focus are important, but having a backup plan will provide greater freedom.  This may include a departure from your initial objectives, such as taking on shorter-term positions or supplementary job titles, among other things.

Building Relationships or Networking

Building and maintaining long-term relationships is crucial, even if this approach frequently carries a bad connotation and may make people uncomfortable being vulnerable when reaching out. The goal of networking is to build relationships for the duration of your career, not just to inquire about job openings. Building new relationships is important, but do not forget to use your existing network, and do not be afraid to express interest in a new job. Information about the hidden job market—those positions that are open but might not be advertised—will frequently be shared via this network.

Building relationships is essential for understanding the hiring cycles of companies or industries, learning about current and potential job openings that may not be posted, and gaining insight into employers that are not already on your plan, regardless of how much time you spend looking for a job.  Additionally, your new contacts might occasionally be able to recommend others.  Remember that every individual you encounter becomes an extension of your job quest. However, keep in mind that partnerships require both giving and receiving; they are not one-sided.

There are numerous ways to meet new people, even though putting yourself out there might not feel comfortable.  Attending job fairs, joining associations related to your career (e.g., AMA for Marketing, Paralegal Associations, Fundraising Associations, SHRM), contacting your alumni group, going to events with your local Chamber of Commerce YPN, taking part in events that align with your interests and hobbies (e.g., Meetups), and volunteering are all opportunities to consider.

Even though applying online alone might get you an interview, putting yourself out there will increase your chances of securing the job you desire and possibly in a shorter timeframe.

LinkedIn and Social Media

In the same way that you are looking for a new position, businesses also utilize special recruitment efforts. They use social media platforms, like LinkedIn, to post openings and look for passive prospects. Be sure to participate in any forums with employers sharing your objectives. Join groups, interact with others, and actively use the search function to locate peers and job openings.

LinkedIn profiles give you more freedom to describe your whole job experience and much more, whereas resumes must be no more than two pages. Make the most of your profile by telling your narrative in the overview section and then going into depth about your training, credentials, experience, and other relevant information. LinkedIn makes it simple to look for employers and colleagues, as well as build a professional profile.   

Create posts using this resource to establish yourself as an authority in your field.  Being active on all professional and social media platforms is essential to making sure you are seeing the most recent information on job openings and businesses.

Additionally, a variety of job boards are accessible, such as Indeed, Glassdoor, and Zip Recruiter.  You can use job boards to create a general and a targeted job search. However, when you come across a job that interests you, it is best to visit the employer’s website to learn more about their goals and mission, ensure the position is open, and apply directly there.

Tracking

The job search process can take months and involve a lot of applications and ongoing networking. Keeping track of application submissions, their status, the people you have met, and their contact details in a spreadsheet helps you identify what efforts are working and where you need to change your approach.  Keep track of the applications you have sent and establish a file for housing employment postings.  You can review and rehearse from the posting if selected for an interview.

Lastly, please be patient with yourself; it may take three months to a year to find a job.  Employers are becoming more selective in their hiring practices and postings, which can be difficult for job seekers. Still, it can also be comforting to know that you are not doing anything incorrectly.

Check out Top Articles on HERC Jobs.

About the Author: Sara Ermeti has worked in HR leadership for nearly 30 years in various industries such as higher education, NFP, Religious, Financial, Entertainment, and Transportation. She is also an adjunct professor teaching courses in HR and Business. Sara is a certified coach and resume writer offering individual and business consulting through Esperto HR Office.

Find it Fast

Join HERC
HERConnect (Member Login)