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Cover Letter Tips for Veterans (Video)

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Cover Letter Tips for Veterans: Higher ed professional working in lab

Need cover letter tips? It helps to first review what the purpose of a cover letter is. It serves as your introduction to the employer and tells your story as it directly relates to the position’s responsibilities and qualifications. The cover letter summarizes what you bring to the employer and the role, however, it should not be a repeat of your resume. 

When crafting your cover letter, think of the entirety of your career as you share why you’re a good fit for the position. And perhaps most importantly, remember that the cover letter helps persuade the employer to invite you to an interview. Just like the resume, each cover letter should be tailored specifically to the job opportunity. 

The video provides cover letter tips and a sample format with a breakdown of each section.

Resource links referenced in the video:

Download our free ebook, Veterans Transitioning Into Higher Ed (Revised Edition) for more information on your shift from military to civilian careers. Explore additional resources for veterans from 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.

How to Work Better in a Multigenerational Workplace

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Multigenerational Workplace: Team meeting in progress

“Boomers are bad with tech.”

“Millennials are lazy.”

“Gen X’ers are too cynical.”

“Gen Z’ers don’t want to work.”

We’ve all heard the common stereotypes based on generational birth cohorts, and most of us can summon a personal example in a multigenerational workplace that supports these broad brushstroke statements. While a little intergenerational teasing might be fun when it comes to fashion or knowing why a floppy disk isn’t floppy, decisions that impact our working environments are sometimes made based on these flawed assumptions. Generational differences can become a source of tension or conflict among colleagues and when not addressed can have a tangible impact on how you (and your colleagues) feel about staying at your workplace and possibly looking for a job elsewhere.

With members of five generations currently working, age is the most dominant form of diversity found in the labor force. Of the higher ed professionals and job seekers that took the 2023 HERC Job Seeker Survey, 17% reported being 22-32-year-olds, 30% 33-43-year-olds, 26% 44-54-year-olds, 21% 55-65-year-olds, and 5% 66-76-year-olds. Interestingly, studies have repeatedly shown that the perception of generational differences is greater than actual generational differences. The practical implication of this finding is that we can actually mitigate friction caused by generational differences and leverage age diversity to the benefit of all involved – but first, we have to understand each other.

Each generation is shaped by the social, cultural, and technological developments of its time. Communication styles, work-life balance needs, technology usage, leadership styles, and career expectations may clash, creating the potential for misunderstanding and tension in a multigenerational workplace. Communication plays an essential role in bridging these generational gaps. It helps foster understanding, empathy, and collaboration among employees of different generations.

The Five Generations:

  • Traditionalists/Silent Generation (1928-1945)
  • Baby Boomers (1946-1964)
  • Generation X (1965-1980)
  • Millennials (1981-1996)
  • Generation Z (1997-2012)

Here are some key generational workplace differences to familiarize yourself with[1]:

1. Communication Styles:

Traditionalists/Silent Generation: Tend to prefer formal, written communications such as memos and letters and face-to-face meetings.

Baby Boomers: Likely to appreciate face-to-face and phone conversations. They also adapted to emails as they emerged in the workplace.

Generation X: Comfortable with a blend of communication, including face-to-face meetings, emails, and instant messaging.

Millennials: Favor digital communication, including email, instant messaging, social media, and video conferencing.

Generation Z: Prefer quick, efficient, and digital-first communication, such as texting, social media, and other digital platforms.

2. Work-Life Balance:

Traditionalists/Silent Generation and Baby Boomers: Generally, these generations are more likely to separate work from personal life and may work long hours.

Generation X: They introduced the concept of work-life balance and tend to value the flexibility to accommodate family and personal life.

Millennials and Generation Z: These generations often seek a work-life integration where work and personal life blend seamlessly. They value flexibility and remote work opportunities.

3. Attitude Toward Authority and Hierarchy:

Traditionalists/Silent Generation and Baby Boomers: Often respect hierarchical structures, prefer clear reporting relationships, and tend to value loyalty to the institution.

Generation X: Tend to be more independent, appreciate a flatter organizational structure, and value results over tenure.

Millennials and Generation Z: Often seek a collaborative environment and desire regular feedback. They appreciate leaders who are mentors or coaches.

4. Technology Adoption:

Traditionalists/Silent Generation and Baby Boomers: While many individuals in these generations have adapted to technology, they may not be as comfortable as younger generations. They often prefer traditional methods of doing things.

Generation X: This generation bridges the gap between digital immigrants and digital natives. They adapt to necessary technology but also appreciate analog methods.

Millennials and Generation Z: These generations are digital natives, comfortable with using and adopting various forms of technology, and are often the drivers of digital transformation in the workplace.

5. Views on Job Stability and Career Progression:

Traditionalists/Silent Generation and Baby Boomers: Often prefer job stability and tend to stay with one employer for a longer period.

Generation X: Tend to be more skeptical about job security due to economic recessions and corporate downsizing during their formative years.

Millennials and Generation Z: Generally more comfortable with job-hopping, and they seek continuous learning and career development opportunities.

By taking the time to understand these generational differences, you can help foster an inclusive and harmonious workplace that respects and leverages the strengths of each generation.

Check out Top Articles on HERC Jobs.

About the Author: Jennifer O’Neill is the program manager for the Higher Education Recruitment Consortium. Her background includes multiple roles in higher education, including departmental administration, academic advising, student services, community college governance, and faculty positions at both community colleges and universities. She is passionate about providing sociologically-informed, data-driven educational experiences in any context and enjoys providing others with the tools they need to be more effective in their roles.

[1]  Adapted from OpenAI. (2023). ChatGPT-4 conversation.

Why I Work in Higher Ed: Natali Smith, Admissions Counselor

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Why I Work in Higher Ed: Natali Smith, Admissions Counselor

The “Why I Work in Higher Ed” series features people working in higher education to get an inside perspective of what they do and what inspires them.

Natali Smith is an Admissions Counselor in the Undergraduate Admissions Department at Wright State University. Born and raised in Dayton, Ohio, Natali graduated in December 2022 from Wright State University with a Bachelor of Science in Organizational Leadership and is now working on earning her Master of Science in Leadership Development. In her free time, she enjoys spending time with family and friends, doing retail therapy, reading, and trying new foods.

How would you describe your current role in higher education?

My job as an Admissions Counselor is to be of service to students — whether it’s going to college fairs, visiting high schools, or helping students with the application process. I do lots of outreach, making sure students know their next steps or seeing if they have any questions. I also give admissions presentations, answer phone calls, and communicate by email. I am very passionate about helping others. I want to be able to help others who may have a similar experience or background as me. There are some students who may not have family or other people to help them with the process, like first-generation students.

Can you give an overview of your career path that has led you to where you are today?

If you asked me a year ago, I would not have guessed that I would be working in Higher Education nor Undergraduate Admissions. I went with the flow when it came to my professional career upon graduating because I knew that with my degree and skills, I could go into any field. Previously, I worked for a lot of retail organizations; Apple was the most recent, where I worked as a technical specialist.

As a student, I was very involved on campus. I was a peer mentor and held many leadership positions including President of NPHC, Vice President of Alpha Kappa Alpha Sorority Incorporated, Vice President of The Black Student Union, and more. Due to my involvement, I was really able to build connections and grow my networking skills. From my student involvement, I knew that funding was an issue for a lot of our student organizations. I thought about what we needed to do and who to connect with to get the help that we needed. I began to visit the administration office to find help and I quickly learned that they love when students come to visit them! They were more than happy to help and if they did not have the answer I needed, they quickly connected me with the proper resources.

Along with this, I remember having a conversation with someone in the administration’s office one day. They told me that I was a great student leader and suggested that I consider working in higher education because we need a lot more women, particularly women of color, in higher education so that students who look like me can also have someone to look up to. Also, there’s the advocating piece that I was doing as a student. From being a student to now becoming a staff member, it makes it even easier to get students connected with the help and resources that they need. Lastly, I built a relationship with [Wright State University President Sue Edwards] throughout my time as an Undergrad, and before I graduated, she suggested that I look at the admissions counselor position that they had open at the time.

What initially sparked your interest in pursuing a career in higher education?

From my experience in college, I had to find resources on my own. There is help, but some students don’t know where to start or who to talk to. That’s what sparked me to begin advocating for myself. When I saw other staff members with similar backgrounds like mine trying to help students, that got me interested in exploring careers in higher education. Also, I had a student worker job in the Office of Inclusive Excellence and it helped to see what the administration does and how I could use my connections to help students have a great experience.

I didn’t know what I wanted to do after I graduated, but I developed a passion for helping others. I wanted to impact people’s lives, even with the littlest things, like having conversations with students at college fairs. At one event, a parent remembered me and said that the conversation we had back then really helped with his daughter’s decision to go to Wright State University. You never know how much you can help impact somebody’s life. Having moments like that really helps keep you going, and it’s nice to know that you are having a positive impact on someone’s future.

Is there any advice you received early in your career that has stuck with you and influenced your approach to work?

One of the pieces of advice that really stuck with me is to be a sponge — to always be willing to learn, even if it’s something that I already have experience in or something that I’m not currently interested in. I really have taken that on and no matter what field, like technology or communications, I’m always open to learning because you never know if you’ll need that piece of knowledge later.

Networking is also important. Make those connections – you might need to reach out to someone you know to get connected to someone else. Oftentimes, opportunities come from networking. People may say how important it is to have a good resume, but having those connections can also assist you with getting your foot in the door.

Lastly, don’t be afraid to ask questions. I’m never afraid to ask questions because that’s how I grow. It’s also easy to adapt to new environments if you ask questions – you won’t always know everything. Be open to opportunities for growth and learning, that is the best way to improve yourself both professionally and personally.

Check out Top Articles on HERC Jobs.

About the Author: Marcia Silva is the director of marketing and communications at the Higher Education Recruitment Consortium. She strives to create engaging, research-informed content that informs and empowers job seekers and employers committed to creating inclusive workplaces. She is passionate about using digital media and technology to encourage participation and strengthen communities.

Resume Writing Tips for Veterans (Video)

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Resume writing tips for veterans

The purpose of a resume is to inform an employer of your qualifications for their open position. If you’re a veteran, you may be wondering how to reflect your military career in a resume. In this video, you’ll get resume writing tips on how to best format your skill set and experiences into a focused resume for positions in higher education. Keep in mind that you should customize your resume for each position that you apply for.

The video breaks down each section of the resume with information on military to civilian jargon, how you can learn more about the knowledge, skills, and abilities (KSAs) for positions and alternative job titles using O*Net, as well as providing sample wording that may be helpful.

Resource links referenced in the video:

Download our free ebook, Veterans Transitioning Into Higher Ed (Revised Edition), for resume samples and more. Explore additional resources for veterans from 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.

How to Optimize Your Onboarding Through Proactive Participation

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Higher ed professional onboarding for new job, participating in a team meeting.

You worked so hard to land your new job, and now it’s finally about to start – which means it’s also time to ready yourself for the organization’s onboarding process. Now is no time to coast. To maximize this phase, your proactive participation will be key. Onboarding is not just about learning how things work at the company, it’s also about setting yourself up for success. This blog will focus on some practical ways to be a proactive participant so that you lay the groundwork for long-term growth at your new company.

Start with a Positive Mindset

First things first, be “on” for your first day. Get your sleep, grab your coffee, and ready yourself for an enthusiastic and productive first day. The importance of entering with a positive mindset can’t be stressed enough. Leverage the positive energy that landed you the job in the first place to be a hands-on participant in your onboarding process. After all, this initial phase will set the tone for your journey at your new company.

Proactively Participate in Orientation Meetings

You’ll likely end up in a group meeting or two, and even if asking questions in a group isn’t your thing, challenging yourself to participate will be key. So, be curious and ask questions. Whether it’s about team dynamics, leadership, or policies and procedures, your engagement will show your genuine interest in making a positive impact. These early meetings are also a great place to meet other new hires and company veterans. Use that curiosity to engage with other team members. These early connections will go a long way in creating a supportive work environment.

Schedule Key One-One Meetings

Typically, your manager will have some meetings already set up for you, or at least a recommended list of other staff members they want you to meet with during your orientation. Don’t stop there. As you meet with people and learn more about projects and the company, listen for name-dropping and add those names to your list of people to meet with. You’ll be surprised at how much more well-rounded your onboarding will be when you can get even more perspectives. Not only will you become acquainted with more people in the organization from the get-go, you’ll also have a head start in terms of knowing the key stakeholders for each of the projects you may be involved with.

Ask for What You Need

If there are specific resources you know you’ll need to feel prepared and empowered in your new role, or that you know will enhance your productivity, don’t hesitate to communicate your preferences to HR or your manager. It may be something as simple as ensuring you have the latest software to be successful in your role. Or, it might be something about the environment you know you’ll excel in. For example, if you’re the type of person that will need a quiet space to get things done a few hours a week, you can respectfully request this. It may be uncomfortable for a minute, but asking at the beginning of your journey will help others know your needs and get to know you.

Say “Yes!” to Invitations and Joining Groups

Several companies have optional groups, meetings, and activities for employees. Some of these may be directly related to your job functions while others may be general team building activities. These get harder to attend the busier you get in your new role. Now is a good time to say “yes” as much as possible. Do it while you have a little more time; plus, these are opportunities to meet even more people. Go ahead and click “accept” on that invite or say “yes” when your new coworker asks you out for lunch or coffee.

Exploring Employee Resource Groups (ERGs) and other types of committees is another great way to get plugged in and meet people with similar interests. Ask about these during onboarding and you’re bound to find your fit. Common topics may include Health and Wellness, Corporate Social Responsibility, and even social/networking clubs. Joining one of these groups fosters a sense of belonging and community among employees with shared backgrounds, interests, or experiences. In the case of ERGs, they also promote diversity and inclusion by advocating for underrepresented groups and driving awareness about important issues. Use that curiosity to inquire and get involved.

The onboarding process is a critical phase in any new job, and actively participating during this time can significantly impact your success and satisfaction in the new company. By embracing a positive attitude, actively engaging with your new colleagues, staying curious, and asking for what you need, you can make connections, integrate with the team, and arm yourself with the support you’ll need to thrive.

Check out Top Articles on HERC Jobs.

About the Author: Sara Jane Todd is a marketing and communications professional with 20+ years of experience across various disciplines and industries. Sara’s biggest passion is developing clear, concise, compelling messaging and branding—ensuring a consistent voice across all marketing touchpoints. She believes that same philosophy applies to how you market yourself.

LinkedIn Poll Findings: Job Seeker Insights on Various Topics

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LinkedIn app on mobile device

With over 24,000 followers, LinkedIn is our largest social media channel to reach and engage with our community of job seekers and higher ed professionals. We utilize the LinkedIn Poll feature to learn from job seekers and share our findings with HERC members. If you’ve taken any of our polls, we thank you for your input!

In case you didn’t know, the Higher Education Recruitment Consortium (HERC) is a nonprofit coalition of over 700 colleges, universities, hospitals, research labs, government agencies, and related non- and for-profit organizations, committed to advancing diversity, equity, and inclusion in the higher education workforce.

Below are some highlighted poll findings and actions that we encouraged our members to take in their recruitment and retention efforts:

Searching for jobs using various channels

LinkedIn Polls Screenshot: If you are currently working in higher ed, how did you find the opportunity?

Job seekers are finding their roles in higher ed in a variety of ways. When asked how they found their current position in higher ed, respondents were evenly split among an institution’s website, a networking connection, and an online job board. Human resource managers can take note and share job openings in as many avenues as possible to find the right candidates for their roles. 

Preparing for the workweek

LinkedIn Polls screenshot: What do you do on Sunday to prepare for the work week ahead?

To gain insight into how employees prepare outside of the office, we asked, “What do you do on Sunday to prepare for the work week ahead?” Nearly half of respondents reported “Review work agenda/calendar” as their way of getting ready for the week ahead. Sharing resources on how to plan and schedule for a successful week could be a helpful way to reach out to employees and encourage a healthy work balance. 

Lacking awareness of diversity efforts

LinkedIn Polls screenshot: Does your workplace demonstrate an effort to recruit and retain a diverse workforce?

Surprisingly, only half of respondents said that their workplace demonstrates an effort to recruit and retain a diverse workforce. This could indicate the need for institutions to conduct their own inter-office survey to determine if their employees feel that the efforts for growing diversity are being shown in their workplace and, if so, consider what can be done to better show that the work is being done. 

ADA compliance understanding

LinkedIn Polls screenshot: How familiar are you with your workplace's ADA accommodations?

When asked, “How familiar are you with your workplace’s ADA accommodations?” only 37% reported being very well informed. Promoting ADA compliance through training can help workplaces better support employees and avoid any misconduct when following the ADA compliance workplace rules.

In it for the long run

LinkedIn Polls screenshot: Do you see yourself retiring in higher ed?

45% of respondents said that they would retire from higher education, leaving a large percentage of respondents who were uncertain about remaining in higher ed and/or planning to switch careers. Higher education institutions can benefit from exploring ways to retain employees so that they can improve employee engagement, preserve institutional knowledge, and avoid gaps in employee coverage. 

Check out Top Articles on HERC Jobs.

About the Author: Connie Castellucci is a higher ed data analyst consultant. Previously she has worked within higher ed departments and nonprofit organizations addressing recruitment, new school development, and member recruitment needs. 

Higher Ed Careers for Veterans: Student Affairs

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Banner with text: Higher Ed Careers for Veterans

Are you exploring higher ed careers for veterans? Meet Elisa East. She is the Interim Director of the Military and Veterans Program at San Diego State University (SDSU). Elisa leads and oversees all military-related functions, educational benefits processing, programming initiatives, student engagement, and supportive services for the diverse military-connected student population at the Joan and Art Barron Veterans Center (JABVC). With her equity and inclusion mindset, commitment to student success, and deep understanding of military culture, Elisa cultivates and fosters an environment that promotes academic achievement, personal growth, and professional development. She is a United States Army veteran, holding a B.A. in Psychology and an M.A. in Education with an emphasis in Counseling from SDSU.

What made you consider a career in higher education?

I was inspired to pursue a career in higher education because of my passion for learning and the desire to make a positive impact on students’ lives. 

Did you run into any specific challenges as a veteran transitioning to higher ed and if so how did you manage it/them?

Transitioning to higher education posed some challenges, such as adapting to the different work culture and adjusting to the academic environment. I managed these challenges by seeking guidance from mentors, participating in professional development opportunities, and being open to learning and growth.

Did anything surprise you about working in higher ed that you did not expect? 

Working in higher education surprised me with its dynamic and ever-evolving nature. I did not anticipate the breadth of responsibilities and the constant need to adapt to changing student needs and institutional priorities. This works for me as it prevents me from becoming bored.

Tell us about your current role.

In my current role, I serve as the Interim Director of the Military and Veterans Program. I oversee the processing of federal and state educational benefits, develop existing and new programming initiatives, facilitate student engagement opportunities, and provide supportive services to enable students to progress toward and achieve their educational objectives.

What are some of the benefits of working in higher education?

Benefits of working in higher education include the opportunity to make a difference in students’ lives, intellectual stimulation, a supportive and collaborative work environment, and access to professional development and educational resources.

How do you think being a veteran has served you in this role?

Being a veteran has served me in this role by providing me with valuable skills such as discipline, leadership, and adaptability. These traits have been instrumental in effectively working with diverse student populations and navigating complex organizational structures. It’s also provided me with the ability to understand the nuances of military life and culture that often cannot be articulated unless you experienced it. 

What do you wish you knew before moving into a career in higher education?

Before moving into a career in higher education, I wish I knew more about the intricacies of the academic landscape, including institutional dynamics, funding challenges, and the importance of building strong networks and collaborations.

Did your military experience easily translate into a civilian occupation? If not, did you have to receive additional training and/or certifications?

While some aspects of military experience did translate well into civilian occupations, additional training, education, and certifications were necessary to meet the specific requirements of a higher education role. It is important to leverage transferable skills and seek professional development opportunities to bridge any knowledge gaps.

What similarities are there (if any) between working in higher education and serving in the military?

Similarities between working in higher education and serving in the military include the importance of teamwork, leadership, and a commitment to a larger mission. Both environments require adaptability, resilience, and a focus on serving others.

Check out more resources for veterans transitioning into higher ed careers.

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.

The Hiring Process: What to Expect After You Hit “Submit”

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Higher ed job seeker submits job application materials and is trying to figure out what the typical hiring process is like

You found a promising job posting and submitted the requested application materials – now what? When it comes to dealing with potential employers, particularly higher education employers, patience is key, but knowing what a typical hiring process is like can give you an advantage, including identifying actions you can take to follow up.

I talked with my colleagues Maranda Holtsclaw and Tonya Mathis, both with expertise in higher education recruitment and retention. We discussed common questions asked by job seekers that have applied for higher ed jobs. Below, I’ve captured their insights on the review process and their advice on what you can do after you’ve submitted your application materials.

Q: What is the typical timeline for a hiring process (including reviewing applications and contacting candidates)?

Maranda: This is truly dependent on the institution and even on the department or unit within the institution that you are applying to.  It can be dependent on the search committee, like how big it is, and the time of year. For instance, are they trying to hire during the summer when committee members may be taking vacations and it’s challenging to find a day or two that works for everyone to conduct interviews? Also, it can depend on how many other people have applied. If there are many applications, it can take a while to review and determine which applicants will be invited to move on to the next step. The workload of the HR representatives that do an initial review of applications can also be a factor in timing.

Tonya: I agree with Maranda – the timeline for reviewing applications and contacting candidates is dependent on the institution, department, and/or hiring manager. From my experience, the application review process can take anywhere from four to six weeks.  Another thing to note is that there is usually a required amount of time for a job to be posted. For example, at my current institution, unclassified jobs are required to be posted for five days, classified positions for 10 days, and faculty positions for 30 days.  If an institution is using a search firm, that may impact the timeline as well. Finally, it also depends on when the search committee is formed. Was the committee formed at the beginning of the process or towards the end?  It takes time to create the committee, then coordinate schedules to hold its first meeting.

Q: Will I receive a confirmation email or any notification to confirm that my resume has been received?

Maranda: Many schools use an applicant tracking system (ATS) that will show the status of your applications. The status will reflect that your materials have been received and what stage they are in. If there is no status available in the program that you used to apply and you don’t receive an email confirming receipt, you may want to call the Human Resources office at that school and just let them know you are checking if your materials were received.

Tonya: Yes! Applicants will receive a confirmation email indicating that their resume has been received. Applicants are also encouraged to check their application status via the ATS.

Q: How will I be contacted if I am selected for an interview?

Maranda: This depends on the school, but I think a phone call is the most typical form of communication to set up an interview as there is sometimes a little back-and-forth to find a time. Sometimes you will be reached via email, so it is wise to check your email often and look at your spam folder from time to time as well. If the system that you applied through has a ‘status’ for your applications, you may see that you have moved to a ‘contacted for interview’ status. If you see this, but you don’t see an email or get a phone call, it would be wise to reach out.

Tonya: Oftentimes, candidates get an email inviting them to an interview. This includes an invite for a pre-screening interview and additional rounds of interviews. We usually provide the candidates with several dates and ask them to select their top three choices. It also depends on who is handling the interview logistics.  I have observed an administrative assistant or search committee support person contacting candidates by telephone while the search committee chairperson contacted candidates via email. In my previous roles as a hiring manager, my practice was to contact candidates via email. It was my experience that individuals don’t usually answer their cell phones if they don’t know who it is calling, even though they provided their numbers. If I reached out to someone via email and they didn’t respond in a timely manner, then I would give them a courtesy call.

Q: Is it appropriate for me to follow up on the status of my application, and if so, whom should I contact?

Maranda: You can, but you don’t want to come off as pushy. Use this as an opportunity to show your enthusiasm for the position, but don’t take too much of the person’s time – be succinct with your question. If there is a staffing coordinator listed on the posting, you can contact that person. However, sometimes there isn’t a person listed on the posting for questions and in this case, the advice is varied because each institution’s structure is unique. At some larger universities, HR can be very decentralized and it can make it tricky to find the right person to talk to. In those instances, you can call the Central Human Resources office.

Tonya: This is a great question. The Office of Human Resources is where I would recommend a candidate follow up on the status of their application. That said, if someone reaches out to me directly, I will make an inquiry on their behalf to the talent manager and then get back to the person. Usually, this is someone I have met at a job fair or networking event. If you have an established connection at the institution, consider using them as a reference.

Q: Will there be any additional steps or assessments in the hiring process?

Maranda: Typically, if there are, they will be listed in the posting details.  The other way you may learn of this is when you are notified of an interview.  Some examples may be something like a physical test or stress test if the position requires physical labor, or a presentation to a specific group. 

Tonya: I’m with Maranda on this one.  The only other thing that I might share is that when I interviewed for my previous position as assistant dean, I was asked to complete a writing sample. So, a word to the wise – be prepared!

Check out more Top Articles on HERC Jobs.

About the Author: Marcia Silva is the director of marketing and communications at the Higher Education Recruitment Consortium. She strives to create engaging, research-informed content that informs and empowers job seekers and employers committed to creating inclusive workplaces. She is passionate about using digital media and technology to encourage participation and strengthen communities.

What Would Make You Stay? (2023 HERC Job Seeker Survey Results)

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Hand placing blocks with different emojis printed on them

What do job seekers think about working in higher education? For those already working in higher education, are they committed to staying or are they looking to leave? What can higher ed employers do to attract and keep employees?

Our annual job seeker survey aims to gain insight from current and potential employees in higher education and identify practical and effective strategies that employers can do to find, select, and retain staff and faculty.

As employers continue to work on their ability to shift talent and resources to tackle their most pressing workforce challenges, they face talent shortages and employee burnout. Based on the results of our 2023 HERC Job Seeker Survey, we published a report with insights and recommendations for HR, academic affairs, and diversity leaders to meet the needs and expectations of job seekers today.

Below, we highlight some of our survey findings and takeaways.

Who Responded

The survey had 1,572 respondents, who reported these demographics:

  • 70% hold master’s degrees or higher
  • 37% are people of color
  • 21% are individuals with disabilities
  • 11% are veterans
  • 64% are women; 35% are men
  • 17% are 22-32, 30% 33-43, 26% 44-54, 21% 55-65, and 5% 66-76 (under 22 and 77+ not shown due to low reporting)
  • 49% are staff/administrators, 29% faculty members, 8% are graduate students/postdocs, 14% are currently working as both staff/administrators and faculty members

Higher ed job seekers are looking across industries.

2023 HERC Job Seeker Survey Results: Are you currently looking for a new job?

The active job seeker market is very similar to last year. The same percentage of respondents (47%) were actively looking for a job this year compared to 2022. Only a slightly higher percentage reported possibly searching if the right opportunity was available (40% vs. 38%).

Of the 87% of survey respondents that noted they were actively or passively job searching, 65% were not exclusively seeking opportunities in higher education. Another revealing datapoint is that only 26% of 22-32-year-olds were focused on higher ed jobs only.

The higher education workforce does not feel connected and valued.

2023 HERC Job Seeker Survey Results: Feeling Connected and Valued at My Current Workplace

When asked if they agree or disagree with this statement, “I feel connected and valued at my current workplace,” 53% agreed, while 31% disagreed and 15% were unsure. When looking at what sector these respondents currently worked in, those working in colleges or universities had the lowest percentage agreeing with the statement (49%).

Diversity, equity, and inclusion remain a top priority.

The majority of minority & underrepresented (85%) and white (77%) respondents noted that diversity and inclusion policies were important to them. Having diverse leadership, addressing diversity and inclusion issues in the hiring process, and having a diverse staff currently are the top three indicators of an employer’s commitment to DEI according to minority and underrepresented respondents.

Your input about working in higher ed matters to 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 2024).

Higher Ed Job Seekers Value Supportive Leadership, Healthy Workplace Cultures; Highly Willing to Relocate

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2023 HERC Job Seeker Survey Report: Get Insights on Higher Ed Job Seekers

New Report Highlights Increasing Competition for Stagnant Higher Ed Candidate Pool

SAN FRANCISCO, CA – As recruitment and retention remain top of mind for higher education employers, a new report from the Higher Education Recruitment Consortium (HERC) provides a timely pulse check on today’s higher ed job seekers. [The full report is available to HERC members. If you are interested in accessing the report, please contact Marcia Silva – see info at the bottom.]

The new publication, “2023 HERC Job Seeker Survey Report: Understanding the Higher Ed Workforce,” shares key takeaways and recommended actions for human resources, academic affairs, and diversity leaders to improve their efforts to find, select, and retain staff and faculty.

“We know from our survey that current and prospective higher ed employees want a supportive workplace that values and rewards their contributions,” said Jessica Wise, HERC Co-Executive Director. “Higher ed employers must be responsive to these needs and this report provides data-informed insights to identify new interventions and make workforce planning decisions.”

The report provides insights on the current job seeker landscape, factors affecting employee retention, and the value of diversity and inclusion workplace efforts. Some of the trends are consistent year over year, such as higher ed job seekers finding remote jobs attractive, but new data has emerged that could help inform how higher education institutions conduct their recruitment and retention activities and where to invest their time and resources.

Highlights from the report findings include:

  • Higher ed job seekers are looking across industries. Of the 87% of survey respondents that noted they were actively or passively job searching, 65% were not exclusively seeking opportunities in higher education. Another revealing datapoint is that only 26% of 22-32-year-olds were focused on higher ed jobs only.
  • The higher education workforce does not feel connected and valued. When asked if they agree or disagree with this statement, “I feel connected and valued at my current workplace,” 53% agreed, while 31% disagreed and 15% were unsure. When looking at what sector these respondents currently worked in, those working in colleges or universities had the lowest percentage agreeing with the statement (49%).
  • Diversity, equity, and inclusion remain a top priority. The majority of minority & underrepresented (85%) and white (77%) respondents noted that diversity and inclusion policies were important to them. Having diverse leadership, addressing diversity and inclusion issues in the hiring process, and having a diverse staff currently are the top three indicators of an employer’s commitment to DEI according to minority and underrepresented respondents.
  • Job seekers are open to moving for a job opportunity. Nearly half (47%) of survey respondents are willing to relocate for a new job. Of those open to relocating, a substantial percentage of job seekers (38%) are willing to move anywhere in the United States for a new job.

“For a variety of reasons, higher ed employers have had to reassess their policies and programs that attract and keep a diverse workforce,” said Wise. “Our ability to reach and engage job seekers gives us unique access to insights from this talent community.”

ABOUT THE HIGHER EDUCATION RECRUITMENT CONSORTIUM: The Higher Education Recruitment Consortium (HERC) is a nonprofit consortium committed to advancing diversity, equity, and inclusion in the higher education workforce. With over 700 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 diverse and qualified workforce.

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

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