Marketing Director, Author at Higher Education Jobs - Higher Education Recruitment Consortium

Telling Your Story When Applying for Higher Ed Jobs

January 7, 2020 by Marketing Director

How can you define, and confidently communicate, your professional story to land your ideal job? Learn how to tell your story through this engaging webinar led by Sharon Justice, SPHR, Teaching Instructor at East Carolina University’s College of Business and principal of Justice Leadership.

The webinar covers how to draft compelling impact and achievement statements, format your CV or resume, and create a professional online presence. The webinar addresses how to use this information to prepare for interviews, and how to “pitch” yourself to prospective employers via job applications.

Captioning for the deaf and hard of hearing is provided by CaptionAccess for all HERC webinars. Transcripts available upon request. Photo credit: Gender Spectrum Collection.

Want more CV/resume and cover letter tips? Download our free ebook, How to Apply for Higher Education Careers (Revised Edition).

Higher Education Job Search Tips for Older Employees

December 14, 2019 by Marketing Director

A senior couple looking into the camera smiling

“Teaching and learning have always been intergenerational processes,” shares Dr. Heather Wallace, Assistant Professor for the Public Health program at Grand Valley State University. “Older employees have plenty to offer the higher education workplace.”

Dr. Wallace, an interdisciplinary scholar with degrees in Sociology, Public Health, and Gerontology, shares advice for older adults navigating the higher education workplace.

In a competitive job market, how can senior job seekers highlight their skills?

Figure out how to tell your story.

Ask yourself: Who are you? Why are you applying to this particular job? What can you contribute? A prospective employer shouldn’t have to ask the “right questions” to draw out this information. Offer to submit a portfolio of your work highlighting evidence of your qualifications. If you create this portfolio preemptively—regardless of whether an employer wants to see it—you’ll build your confidence.

In a cover letter or interview, draw from your years of experience to illustrate why you’re a great fit for the position: “As an experienced project manager, I think that would be an asset to your organization because…” “I solved a similar challenge by…”

Practice your interview skills with intergenerational friends and family.

People of different generations tend to approach interviews entirely differently. Conduct a few mock interviews with family members or friends to brush up on your interview skills. A mock interview can help you identify what your strengths are and prepare to bring them to the forefront.

Any job search can be a long and arduous road. What self-care tactics do you recommend for senior job seekers?

Take time for personal reflection.

Do some deep—and sometimes uncomfortable—reflections about your expectations and ideas. Do you expect to be recognized for your wealth of experience and background? What happens if you aren’t? How will you handle having a boss who’s younger than you? Know what your expectations are, and what biases and perceptions you may bring to the table. Self-awareness may help you avoid a stressful situation. It can also help you boost your confidence to define what you want, and then empower you to find the right opportunity.

Have mentors and friends.

Find a peer who’s been successful in their job search, as an older person who’s transitioned into a higher education career. Talk to them candidly about your strengths and weaknesses.

Acknowledge that ageism is an issue.

A friend of mine is a former university dean. She shared: “When I turned 70, I felt like I became invisible.” Her experience, unfortunately, is not unique. In the workplace, older adults face assumptions that they lack technological skills and are not trainable or retrainable.

If you’re feeling fearful and lacking confidence (which you hopefully found out in your reflection), or you’re frustrated with not getting anywhere in your job search, channel that into, “I have heard that sometimes people are pushed out of their positions because of age. How does your institution deal with it?” Put it out there, and have a candid conversation with a prospective employer. This Chair Rocks is a great resource on challenging ageism.

Take care of yourself.

Everyone experiences frustration. Don’t get down on yourself because you think you’re “too old.” The friend that I mentioned above is still teaching, well into her 80s. Don’t buy into the stereotypes that you’re not valuable. You have something to contribute! Just figure out how to make it obvious to prospective employers.

Learn why older employees should consider careers in higher ed.

A Lifetime of Learning: Why Older Employees Should Consider Higher Ed Careers

December 13, 2019 by Marketing Director

Senior teacher assisting male student during computer class with classmates in the background

Higher education institutions have always benefited from the wisdom and experience of older adults, whether in the classroom, faculty, staff, or administration. Yet higher education also offers older employees intellectual stimulation, a sense of belonging, flexibility, and opportunities to transmit lived experiences to the next generation of leaders.

Dr. Heather Wallace serves as Assistant Professor for the Public Health program at Grand Valley State University, where she advises and teaches students in Health Promotion. Her expertise lies in health and aging. Here, Dr. Wallace shares the unique benefits that higher education institutions offer older employees.

Built-in opportunities for personal and professional growth

Higher education offers employees ample channels for cultural and intellectual engagement. College campuses also host ballets, art exhibits, even farmers’ markets. Higher ed also offers employees a rich slate of professional development opportunities, including continuing education. It’s not coincidental that the best-ranked cities to retire, like Bloomington, Indiana, are often places with major higher ed institutions. When older employees work in higher ed, they’re not simply punching a time card, but experiencing an engaging lifestyle.

A sense of community

At my university, we offer communities of practice, including one for retirees. The topics range from saving for retirement to owning a dog. Learning communities like this buffer against loneliness and isolation, which are some of the biggest risk factors for older adults.

Flexibility

Many older adults are searching for flexibility in their jobs. They don’t want to have to work a year to earn three years’ vacation time; they may have family obligations. Higher education is a great place to find flexible positions that value work-life satisfaction.

Opportunities for meaningful mentorship

While higher education institutions are in the business of educating adults to go into the workforce, they’re also in the business of providing personal and intellectual growth to their students. There’s a lot of evidence that students are hungry for this sense of personal development. Younger generations are not getting as much from organized religion like previous generations did, and they’re turning to other social structures, like CrossFit.

Older adults are the only ones who can offer true, firsthand guidance on experienced personal and intellectual growth. They have adapted to so much change—think about the people who were working in the post office with the advent of email. We can all learn from people who have navigated massive technological and societal shifts. If we, in higher ed, can learn to harness this, we can give students not only degrees but opportunities to grow as human beings.

Ready to take the leap into a rewarding higher ed career? Read Dr. Wallace’s tips for senior job seekers in higher ed.

What is Imposter Syndrome and How Can You Overcome It?

November 22, 2019 by Marketing Director

Imposter Syndrome is a psychological phenomenon whereby a person has serious doubts about their accomplishments. It’s an inability to believe that what you have achieved is due to you and not some form of “luck” or misunderstanding.

If you have Imposter Syndrome, you may feel that your success is not truly “yours,” and you may dread being uncovered as the fraud you believe you are.

Can you relate?

Have you achieved success and for a while, felt like it wasn’t deserved? Have you ever gotten a new job and felt out of your depth, even a fraud, for being in that position? I know I have.

When I first started working for myself as a Careers Coach, I felt like a total fake, even though I had been doing the job confidently as an employee for many years. I felt uncomfortable charging people for my time and had such low confidence in my abilities. For a while, I was surprised and anxious when people wanted my services. It was only over time and through positive feedback from clients that I realized this wasn’t true at all. My success was due to my abilities and wasn’t just “luck.”

Imposter Syndrome is incredibly common, with more than 70% of people experiencing it at some time. Even great minds like Albert Einstein and talent like Meryl Streep may have suffered from Imposter Syndrome.

What are the results of Imposter Syndrome?

If we let Imposter Syndrome get the better of us, it can have a significant effect on our growth and development. Symptoms can show up as a high level of stress, a loss of confidence, a fear of failure, and severe anxiety, which can prevent us from moving forward with anything new or challenging.

To overcome Imposter Syndrome, it’s very important that we learn to internalize and celebrate our accomplishments, challenge limiting beliefs, and show off our strengths.

When you next feel like Imposter Syndrome is creeping in, ask yourself these questions:

What successes have I had in the past that prove I can do this task?

Often, Imposter Syndrome is simply ignoring or refusing to acknowledge our achievements. To answer this question, make a real or mental list of all the things you’ve achieved, as well as the skills and qualities you have that drove you to this success. This will help you see that it isn’t just luck that got you to where you are. You have real, tangible proof.

Which beliefs about success are holding me back?

Do you have limiting beliefs about yourself and your abilities? To answer this question, think about your beliefs around success. Ask yourself what you think you need to do to be successful. Are these beliefs stopping you from recognizing your success? For example, do you believe you need a certain qualification that you don’t have to be a success in your job? Is this really the case? Challenge your beliefs and lose those that aren’t serving you.

What are my strengths?

Often, Imposter Syndrome causes us to focus on our weaknesses rather than our strengths. Thinking about all that you’re good at can help counteract this. Take five minutes to brainstorm all of your strengths.

Am I really a fraud or is this just a passing insecurity?

I’m sure you already know the answer to this, but it’s important that you acknowledge that you’re feeling insecure and own that, rather than look for reasons to “prove” that you are an imposter. Realize that everyone has moments where they are low in confidence and that you are not alone.

In light of your accomplishments, accept that your insecurities are not facts, and you’ll be able to take steps to change your thinking.

About the Author: Nikki Vivian is a Career Coach and owner of From Kids to Career, which was set up to support women who are returning to a career, or looking to move in a new direction after taking time out to raise a family. Nikki works with Mums to find their true passions and to re-build confidence that can be lost after a break from the workplace. She believes passionately that being a parent does not put you at the bottom of the pile when it comes to your career. Nikki owns CV writing company Confident CV and has 8 years’ experience working in Careers for Cardiff University.

Leading Diverse Teams in Higher Ed

November 22, 2019 by Marketing Director

Higher education departments and teams are more diverse than ever. But now what? How can managers lead these vibrantly diverse teams most effectively? How can leaders best utilize the unique perspectives of their team members to improve the effectiveness of the group as a whole?

Experts agree that creating inclusive teams is just good business. “We’re starting to see more and more data that shows quite convincingly that organizations that are made up of people from diverse backgrounds can outproduce more monolithic organizations,” says @Isaac Dixon, PhD., Associate Vice President for Human Resources at Portland State University and a member of HERC’s Advisory Board. “Colleges and universities in the United States are no exception.”

@Esmilda Abreu-Hornbostel, Ph.D., Title IX Coordinator and Assistant Vice President for Student Affairs at the Pratt Institute, agrees. “When you combine diversity, equity, inclusion, we notice that those diverse teams that are composed that way outperform non-diverse teams by about 35%.”

How to Effectively Lead Diverse Teams

There are critical steps managers must take to develop these high performing teams. Often the key steps begin during the recruitment process and can extend outside of the campus’ gates.

Step 1 – Be Honest

“You have to start out with a real frank assessment of your culture. If your area has some work to do in certain things like, ‘There aren’t a lot of great soul food places around here,’ tell people that. What gets people is when they feel like they bought one thing and it turns out to be something else,” warns Dr. Dixon.

He says that painting accurate pictures of the cultural reality new hires will face not only gives them an accurate view of the environment, but communicates that you’re aware of the challenges they will face.

Step 2 – Take a Multi-pronged Approach

Dr. Dixon’s recommendation is part of a three-pronged approach Dr. Abreu encourages managers to adopt, including considering the personal, interpersonal, and cultural:

“It’s called the social, emotional, and ethical learning model. It looks at the way in which my personal awareness informs how I do my job. Then there’s the social domain, my interpersonal awareness—how do I work with others? And finally there’s the systemic domain, and that’s how I navigate systems or culture.”

Dr. Abreu says managers often understand the personal and interpersonal dynamics of teams, but fail to understand their cultural dynamics. Understanding all three, however, is critical to a team’s ultimate success.

Step 3 – Be a Learner

Dr. Abreu argues that having “a more integral leadership style where you are purposely pulling in people and their information” ensures that a team thrives.

Dr. Dixon concurs that managers should engage “the entire team in decision-making whenever possible” and request input: “Practice active listening and ask people more questions than you try to provide answers.” This willingness to ask and learn enables the manager and the team to grow in understanding and cohesion.

Step 4 – Get a Mentor

Managers should seek to learn outside of their teams as well. “If there’s someone at an institution that’s doing this well, spend time with them and observe and learn from talking with them, “ asserts Dr. Dixon. “Let that person be your diversity mentor.” Mentors can model ideal behavior and teach you lessons that mitigate your learning curve and help you manage the growing pains your team will inevitably experience. Dr. Abreu agrees: “We can all benefit from a constellation of mentors, each with their own experiences and expertise.”

Misconceptions to Avoid

Experts say that disagreement and conflict are growing pains inherent in leading a productive diverse team in any environment.

Some of the misconceptions, Dr. Dixon begins, are “that it’s going to happen quicker than it does; and that there will be no failures, hiccups, or pain associated with transformation.” He encourages team leaders to expect change to happen slowly and over time. “The reality is that we’re human beings and no significant change in organization or culture happens quickly.”

If your team is currently facing difficulties, know you’re on the right track. Continue growing and learning together. Seek out mentors, together. If you persevere, you will become a part of the 35%.

Photo from the Gender Diverse Collection.

About the Author: Chanté Griffin is a writer living in Los Angeles. Her socially conscious work centers race, culture, and education. When she’s not writing, she’s either trying to read one of the two dozen books piled next to her nightstand, or pretending she’s really active on The Twitter @yougochante.

Not a professor? Not a problem: Eight Unexpected Careers in Higher Education

October 16, 2019 by Marketing Director

Working in higher education isn’t just for researchers and teachers. Higher education institutions employ health care workers, event planners, marketing staff, and trade professionals; there are a whole host of jobs in the sector that you may not have considered. Higher education careers offer job security, generous benefits, and work-life satisfaction—all in a mission-driven environment that supports professional development and career ascension.

Here’s a run-down of some higher education jobs you may not have considered:

Trade positions

With vast amounts of buildings and services to look after, trade positions are in high demand on college and university campuses. Many higher education organizations have permanent positions for electricians, maintenance staff, plumbers, and engineers, rather than relying on contractors.

Logistics staff

When you’re looking for a job organizing events, colleges and universities might not be the first places that come to mind, but campuses put on an endless array of events that need planning and coordinating. Colleges and universities host alumni/ae reunions, prospective student weekends, and elegant fundraising events. Higher ed offers a regular cycle of events throughout the academic year.

Health and Wellness Center Staff

Many higher education institutions have wellness centers, which support the mental, physical and emotional health of students. Typical roles in this area may include Wellness Center Managers, counselors, therapists, nutritionists, and the associated administration.

IT Support

Every organization needs IT support, and higher education institutions are no exception. Working in IT within higher education, you’ll usually be part of a small, nimble team. As an IT expert, you’ll experience autonomy and the opportunity to lend your expertise to numerous departments.

Security Guard

How many people study and work at higher education institutions? Thousands, and that isn’t even counting all the visitors to campus. Campus security guards consider the safety and protection of people and property on a large scale. Security guards are a key part of the college and university ecosystem, from providing event support to responding to student emergencies. The number of security roles varies depending on campus size; small liberal arts colleges may hire only a few guards, while state universities may employ full police forces.

Designer

As a designer at a college or university, you may work on admissions materials, brand redesign, website development, alumni/ae association emails, or motion graphics. Careers in higher education are perfect if you prefer a steady, benefited job to freelance work.

Community Service Coordinator

Share your passion for giving back with students! Colleges and universities often hire staff to facilitate service learning opportunities for students, simultaneously connecting nonprofit organizations with enthusiastic volunteers and enabling students to learn more about the local community. Community Service Coordinators manage community service fairs, log students’ volunteer hours, scope out internship opportunities, and schedule “alternate” service-based spring breaks. If you’re a detail-oriented networker dedicated to the greater good, consider this career path.

Diversity and Inclusion Positions

Many colleges and universities rightly prioritize creating an equitable, inclusive environment for students, faculty, and staff from diverse backgrounds. Diversity and Inclusion Officers identify and implement inclusive workforce recruitment strategies, as well as provide cultural competency trainings for faculty and staff.

If you’d prefer to work closely with students, you can apply your passion for equity to roles like Director of Multicultural Education. Consider serving as an advisor to student clubs representing students with disabilities, and Black, Latino/a/x, LGBTQ+, Asian American and Pacific Islander, Native American, or international students.

Conclusion

With so many diverse positions, higher education is certainly not just for academics. In fact, higher education can be a great place for almost any role. Be sure to explore HERC’s 40,000+ open positions in higher education and related institutions!

Informational Interviews Explained

October 4, 2019 by Marketing Director

The word “interview” can often send us into a panic. We know we are going to be asked lots of questions, that we are going to be judged, and that the prospect of a new job rides on it. However, an informational interview is not your average interview and turns everything you know about interviews on its head.

What is an informational interview?

Informational interviews are usually initiated by you, the job seeker, and it’s you who is in the driving seat. Rather than be questioned and assessed for a job role, informational interviews allow you to ask the questions and find out more about a workplace or industry, to assess whether it is a good fit for you and your skill set.

An informational interview is an informal meeting between you and an employer in a field you’re interested in, which gives you the chance to seek advice on your career, a new industry, potential job roles, and the environment you might join. In return, it allows the employer to get to know you and assess whether you’re a good fit for any future roles.

You can either be interested in a job in the company you approach, or simply looking to gather information for a career change. Either way, an informational interview is a fantastic way to learn from a direct source and explore questions you can’t always answer from articles and the web. It’s also a great way of networking and building useful connections within the industry. If you impress the employer, it’s also put you in their mind if a role eventually opens up, or gives you a head start if there is a current position to offer.

How can you set up an informational interview?

You are essentially asking for a favour when you approach an employer for an informational interview, so be mindful of that fact and ensure that you are not pushy. You will need to find the correct contact and approach that person directly, or through the employer’s assistant, if that is preferred. Don’t send out a generic letter to lots of people, make your contact personal and do your research. Make it clear that you want to speak to that particular person and articulate why, so that person feels they have something of value to offer you.

Once you have contacted the employer, give them preference of when and where to meet. Show up armed with everything you want to ask, so that you don’t waste their time.

What questions should I ask?

There is no rule here. You need to ask whatever will get you the answers you need. Are you looking to know what skills and experience are most desired in the industry? Wondering whether your current career history would be accepted? Do you want to know about career progression, work-life satisfaction, or job flexibility? The list really is endless. The informational interview is your opportunity to discover everything you want to know about a certain position or a new field.

Here are a few questions to get you started:

How did you get into this career?
What past work experiences helped you the most?
What do you love about this career?
What are your biggest challenges within your role/field?
What current projects are you working on?
What is it like to work for this organization?
How would you describe the right skill set, experience, and education for this position within your organization?

About the Author: Nikki Vivian is a Career Coach and owner of From Kids to Career, which was set up to support women who are returning to a career, or looking to move in a new direction after taking time out to raise a family. Nikki works with Mums to find their true passions and to re-build confidence that can be lost after a break from the workplace. She believes passionately that being a parent does not put you at the bottom of the pile when it comes to your career. Nikki owns CV writing company Confident CV and has 8 years’ experience working in Careers for Cardiff University.

How to Make a Career Change Within Higher Education

August 28, 2019 by Marketing Director

Nowadays, career changes are becoming increasingly common. Employers are starting to see the benefits that multiple career directions can offer, as employees can widen their skill sets and bring new perspectives to a job.

If you’re looking to make a career change within higher education, the principles will be much the same as for any career change, only you have the benefit of knowing the industry already. Whether you are looking to transition from faculty member to administration, from communications to admissions, or something else entirely, you can leverage your skills and experience to show you’re a great candidate for your new role of choice.

Follow these tips to a successful career transition:

Conduct thorough research

When transitioning to a new career, it’s important that you research the role you want to do. You need to discover essential criteria such as key competencies and required knowledge and experience. You may realize you’re lacking certain required qualifications, or that you need update your skills with some additional training. Determine whether there is a financial investment needed for training/certifications and how long it will take to achieve those goals.

Additionally, you can set up an informational interview with someone who currently holds, or has held, your ideal role. Over coffee or tea, inquire about that individual’s career path, the role’s day-to-day tasks, and what particular competencies were critical for success. You may even ask for advice on your resume/CV and cover letter.

Optimize your transferable skills

When you’re changing careers, it’s essential to provide evidence of your ability to take on the new job, including optimizing your transferable skills. Assess the transferable skills you already have, including communication, teamwork, organizational skills, IT, and problem solving. These skills will be vital in all roles within higher education, from teaching to administration to admissions.

Identify the skills that cross both your current job and your ideal new role. For example, if you’ve worked in a Communications/PR role, you’ve produced targeted, engaging messaging. These communications skills will be just as valid in an admissions role, where you will need to present complex information in a way that is accessible to students. Present your relevant, transferable skills like this in a new light on your resume/CV.

Utilize your specific skills

If you are transitioning within higher education, your knowledge of the industry will go a long way. You may have experience using specific systems, student databases, and—if your transition is likely to be internal—you will have knowledge of your employing institution. Specific skills such as these, when combined with evidence of necessary transferable skills, could be what takes you above and beyond other candidates.

Network and use your contacts

Networking is one of the most important points when you are looking for a new role. People often overlook networking, but getting yourself in front of the right people and building relationships with them can be a huge leg up in all aspects of your career.

If you’re transitioning within higher education, having useful contacts who can vouch for your skills can be invaluable. Going from a teaching role to an administration role, for example, will be quite a change, but getting to know people who have experienced your professionalism and can introduce you to prospective colleagues/supervisors will go a long way.

As a candidate who is already in the industry, it’s highly likely you have some useful contacts. Make sure you use them.

Advice from those who have made the transition:

Two staff members from Centre College in Kentucky shared how they transitioned jobs within higher ed. Jessica Durham transferred from an Academic Affairs position within an Academic Dean’s Office to a position in an entirely different department, Centre’s Performing Arts Center. She attributes her success to focusing on skills rather than position.

Jessica shares, “I think many times people get hung up on job titles, but the focus should be more on skills. Job seekers think they are not qualified given what they are currently doing, and hiring managers toss out applications based on titles. My advice to anyone who is looking for employment, whether or not they are trying to switch fields, is to take titles off the resume and focus more on the transferable skills. I made the switch on my resume and it has made all the difference in securing the job(s) I wanted.”

Ellen Prusinski wanted to find a position that would allow her to apply the academic interests from her PhD to support international education efforts. Ellen started submitting applications for a range of positions in academic, governmental, and non-governmental institutions and made the transition to teaching full-time last year.

Ellen’s advice is to keep an open mind about what kind of work you might find satisfying and to not underestimate the importance of having a strong rationale for why you want to make a change.

The University of Alabama advances diversity and inclusion in higher education, leading the expansion of the Higher Education Recruitment Consortium into the state

July 31, 2019 by Marketing Director

TUSCALOOSA, AL – The University of Alabama leads the expansion of the Higher Education Recruitment Consortium (HERC) into the state of Alabama. HERC is a national organization dedicated to advancing diversity, equity, and inclusion in the higher education workforce.

The Southeastern HERC will benefit both job seekers and colleges, universities, and related institutions. Job seekers will gain access to a robust job board, hosting over 35,000 career opportunities, as well as expert career advice. Institutional members across the state will join a growing regional network of institutions committed to creating inclusive workplaces, and benefit from deeper collaboration and resource sharing.

One of The University of Alabama’s strategic goals is to enrich its learning and work environment by providing an accepting, inclusive community that attracts and supports a diverse faculty, staff, and student body. “Pipeline issues are often cited as a key impediment to diversifying the higher education workforce. HERC provides campuses with critical tools to build candidate pools that are more robust and diverse, one of the first steps required when seeking to increase the diversity of the workforce. Simultaneously, HERC will provide potential candidates with a high-tech point of access to the myriad of opportunities within the network, as well as candidate support. This model is a win-win!” said Dr. Christine Taylor, The University of Alabama’s Vice President and Associate Provost for Diversity, Equity, and Inclusion.

“HERC will help the university achieve a key goal—recruit and retain diverse faculty and staff. I am excited about being a part of the HERC family,” added Matthew M. Fajack, Vice President for the Division of Finance and Operations.

“We applaud The University of Alabama for leading the state in this new initiative. The university’s involvement will benefit the state as a whole—its workforce, its students, and its institutions of higher education—by creating more equitable, engaging, and inclusive academic workplaces,” said Ian Reynolds, HERC’s Executive Director.

The University of Alabama will merge with an existing HERC region in Tennessee, housed at Vanderbilt University, to form the newly-named Southeastern HERC. HERC has 19 regions throughout the United States.

ABOUT THE HIGHER EDUCATION RECRUITMENT CONSORTIUM: The Higher Education Recruitment Consortium (HERC) catalyzes inclusive excellence in the academic workforce. HERC diversifies the pipeline of faculty, staff, and executives in academia through outreach, advertising, and by sharing over 35,000 job opportunities and expert career advice. HERC also provides over 700 member institutions with resources and networks to bolster equitable, inclusive recruitment and retention practices.

CONTACT: Erin Burns, Higher Education Recruitment Consortium

510-519-4393, erin@hercjobs.org

Making the Most of Dual Career Resources

July 24, 2019 by Marketing Director

From HERC: In a dual career couple, both partners work or are searching for employment. For HERC’s purposes, at least one partner in a dual career couple works in higher education. To accompany HERC’s Dual Career Job Search, this Dual Career Blog Series supports dual career couples in planning, preparing for, and executing successful higher education job searches and career transitions that work for both individuals. HERC supports dual career couples as a matter of intersectional justice and gender equity.

From the author, Phyllis Brust, PhD: In the first blog, I gave an overview of dual career resources offered by colleges and universities. In this blog, we’ll discuss how you can make the most of those resources.

Institutions offer dual career services primarily to candidates they are recruiting for academic positions or for faculty members they are hoping to retain. Depending on the policies of the institution, administrative hires may be included. The key function of dual career services is to help accompanying partners in their job search. Some institutions also offer home-finding tips and other services, but for this blog, we will be sticking primarily to the job hunt.

The dual career specialist commonly meets with the accompanying partner or the couple during the campus interview or after an offer is made (this may depend on office policy). In the initial meeting (done in person, by phone, or via Skype), the dual career specialist may discuss the accompanying partner’s background, interests, and goals. (The accompanying partner may have completed an intake form prior to the meeting.) Together they will set a timeframe, strategy, and goals. Jobs may be the main interest, but the couple may ask for assistance in other areas such as housing and daycare.

Tips:

Take an active approach to the assistance being offered and go into that meeting prepared. The lead partner has the most negotiating power with the prospective employer after the offer is made and before the lead partner accepts. What might be negotiable? Examples include salary for the lead partner and bridge funding and possible positions for the accompanying partner. Be assertive, but don’t be unrealistic.

Before any meeting is scheduled, make a list of questions and resources you need to have a successful career/life transition. What questions do you and your partner need answered? What information might help you decide whether you should accept the offer? Is it a job, housing, your schooling, visas, schools for the kids, proximity to nature, doggie daycare, career counseling, networking contacts, or something else? Do you need guidance about academic positions at other institutions or perhaps advice about a career change? You may also need a babysitter, car service, or other logistical considerations during your visit. These questions are generally best asked of the chair of the search committee or chair of the hiring department. Dual career services will do what they can to help you accept the institution’s offer—they will not judge you. In one instance, an accompanying partner initially avoided my former office. She later told us she wasn’t ready to look for a new job and thought we might criticize her for it.

Research the dual career services offered by the institution and at other employers. Institutions without a formalized dual career program may not have a dedicated website, but the search committee chair, department chair, or provost will be able to direct you. Review the policies of the dual career office, including the length of time they work with the client. It is commonly one year, but you will see a range. This time frame can be negotiated. One caveat: Website information may be out-of-date because of staffing changes, layoffs, and reorganizations.

Don’t wait for someone to contact you. Email the contact on the dual career web page or ask the chair of either the search committee or hiring department. It’s fine to ask about the services offered (for example, you can say, “I’ve been on your web page and would like to see how you might be of assistance”).

Do your legwork. Dual career assistance will complement your efforts. Research prospective employers and other areas of interest as well as contacts, says Dr. Mary Everley, the program director of the Relocation Assistance Program (RAP) at the University of Minnesota and director of the Upper Midwest HERC. If there is a regional HERC in your area, use the HERC job board to identify jobs from member institutions. Use LinkedIn to identify potential contacts; check if those contacts are alumni/ae of your alma mater(s) or of the hiring institution. If you are open about the search, ask current colleagues for contacts. The dual career specialist will be able to build on information that you provide. At the University of Minnesota, “the Relocation Assistant Program can then start to make contacts at some of those employers,” Everley says. The accompanying partner can ask to meet some of the contacts during the campus interview, as well as faculty families with whom you can speak. Use social media to learn about local neighborhoods. If you start the process early enough, the accompanying partner may be able to have meetings during the lead partner’s campus interview.

Consider your timing. Conventional wisdom is to let the institution know dual career assistance is needed as soon as the lead and accompanying partners are comfortable doing so. That way, institutions can work on the issues as early as possible. Some candidates prefer to wait until after the offer is given, thinking there might be a bias against dual career academic couples. Institutions may also have guidelines pertaining to what stage an office can provide assistance. It is considered a best practice for academic hiring committees to present dual career resource information to all faculty candidates, regardless of their personal situations, with all contact with the dual career office remaining confidential.

Ask the dual career office to check the accompanying partner’s hiring documents (resume, CV, cover letter, teaching statement, LinkedIn profile, etc.) for helpful feedback. If you are an accompanying partner and your interviewing skills are rusty, ask to practice interviewing for a job and/or informational interviewing (used in networking to explore prospective employers or careers). Such practice is especially important if you are unaccustomed to, or uncomfortable with, networking. You may also request to practice a job talk if you are on the academic market (if that resource exists).

Check whether meetings are confidential.

Be realistic. “Managing expectations,” is the motto of every dual career specialist I know. Specialists help you to find a position through contacts, support, networking, and other measures. They do not get you a job and they will be concerned if that is your expectation. Sometimes things don’t work out—the timing is off, the contacts unresponsive, the job market is weak, etc. As the University of Michigan’s dual career brochure notes, “University faculty and staff who assist in dual career efforts do a great deal to help partners in their job search. But the university cannot and does not guarantee job placement… Career searches are most successful when the partner takes a great deal of initiative.”

It can be difficult to negotiate and select a job offer. With an understanding of the process as well as of their own needs, couples can make the most of dual career services. As their job searches progress, they will get a feel for each campus, review and negotiate offers, and put the pieces together for two rewarding careers.

Disclaimer: Since dual career support varies widely from institution to institution, do your due diligence. The content and advice may not apply in your situation.

About the Author: Phyllis Brust, PhD, is a writer and career counselor. She was the first director of the dual-career office at the University of Chicago. Previously, she was career director of the public policy school at UChicago and Muhlenberg College and assistant director of the Yale School of Management. Her articles include “What I Learned from Being Laid Off” (Chronicle of Higher Education, 2018), “At Some Companies You Can’t Hire One Spouse Without Helping the Other Job Hunt” (SHRM.org, 2017), and a co-written chapter in Advancing Women in Academic STEM Fields Through Dual Career Policies and Practices (Information Age Publishing, 2018). She created careermutt.com for people looking for pet-related careers.