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

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!

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.

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.

Introduction to the Dual Career Services: How a dual career office may support your job search

July 23, 2019 by Marketing Director

A transfeminine non-binary person and transmasculine gender-nonconforming person laughing and looking at a phone

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 of our series, I will review some of the basic aspects of dual career services. In the future, my colleagues and I will write tips and advice, give the insider’s perspective, and answer many of your questions.

Two hypothetical yet accomplished PhD students fall in love and live happily—until they get multiple academic offers 1,500 miles apart and must decide what to do. Sound familiar?

They are contemplating their options: Accept both offers and commute; accept the best offer (and hope the partner’s turn will be next); or put both offers in a hat and pick one randomly. They briefly considered dropping their academic dreams to start a craft beer business called Profess, but ruled it out. Their families advised them do what makes them happy, which doesn’t help at all.

As they ponder their futures, the chair of the hiring committee at one university told them that dual career services can handle their “two-body problem”* (borrowing a physics term). They thought they had opportunities—or at worst a dilemma—but they weren’t a “problem.” A two-body problem sounded like something in need of punishment (or antibiotics). And what, the couple asks, are dual career services?

They are not alone. In 2008, the Clayman Institute of Gender Studies at Stanford University wrote the classic, oft-cited research study, “Dual-Career Academic Couples: What Universities Need to Know.” The authors surveyed 9,000 full-time faculty members at 13 universities. Seventy-two percent of the faculty surveyed had employed partners (half were in academia). From the report: “A full 88 percent of faculty who successfully negotiated a dual hire at their current institution indicated that the first hire would have refused the position had her or his partner not found appropriate employment. Slightly more than 20 percent also report that they or their partner have taken a job at a less prestigious institution to improve the couple’s overall employment situation.” This is especially the case when the lead partner is a woman or from an underrepresented group. Employer dual career assistance is a diversity measure.

What are dual career services?

Dual career services help the accompanying partners of faculty candidates (known as the lead partner) find employment, whether at the recruiting institution or elsewhere. Institutions vary greatly in the resources they offer and the procedures they use. Colleges and universities may have a dedicated dual career department, dual career services may be integrated through other offices of the college, or they may be outsourced. Services commonly include, but are not limited to, career counseling; bridge funding (explained below); housing assistance; resume, CV and cover letter help; and networking leads. Some schools also consider job sharing and other creative staffing solutions to the two-body opportunity.

Dual career services take some of the weight off department chairs who move heaven and earth to convince faculty recruits to accept their offer. Dual career specialists form a partnership with the family being recruited.

Are my partner/spouse and I eligible for dual career services’ support?

Institutions have guidelines regarding who may use dual career services. Some institutions only offer resources to upper level administration, departments with retention issues, and the accompanying partners of lead partners with tenure-track offers. Other institutions offer services to all employees and those still interviewing. Post-docs are usually excluded, as are accompanying partners without work authorization, but there may be another mechanism for their getting help. Each organization decides its services based on its staffing, mission, and need. In my experience, dual career services did not differentiate as to whether the couple was married or not.

Always ask what resources you can tap into. If you aren’t sure whom to ask, start with the chair of the hiring committee.

Besides career and housing support, what other services can dual career specialists provide?

Some colleges and universities will be more hands-on than others. Dual career offices may also act as clearinghouses answering specific questions critical to a couple’s particular situation. For example, my former role as a dual career director, I’ve identified the best school districts for students on the autism spectrum, pre-school options, and Japanese cultural centers in the suburbs. Further afield, my former colleague and I identified rental options for a family with an elevator-phobic dog, amateur jazz bands for a clarinetist, and gymnastics clubs for kids who aren’t good at gymnastics (harder than you think). Colleagues at other schools have fulfilled similar requests. These were critical issues for the families contemplating university offers. Some schools will have more of a capacity to answer such questions than others.

My partner and I are both considering employment opportunities at the same university. What support may be available for us?

Schools have different weapons at their disposal. One of the most popular is bridge funding, a time-limited (most often three years) appointment for the accompanying partner, usually at the lead partner’s hiring institution. Generally, the cost is shared among the provost, the hiring department of the lead partner and the hiring department of the accompanying partner. Occasionally, institutions do create positions for a talented accompanying spouse or partner. Bridge funding can be utilized for not only faculty positions, but for administrative positions as well. It’s hoped that this opportunity will enable the accompanying partner to gain experience and contacts and will lead to a full-time position (but that is not always the case, which can lead to job hunting and renegotiation later).

Accompanying partners unaccustomed to this level of attention may be awed. Others may be skeptical of what the office can do, especially if the accompanying partner is seeking a tenure-track position.

What don’t career offices do?

Dual career specialists do not guarantee you a job. They offer contacts, career guidance, support, an understanding ear, resume/CV reviews and more—your tour guide in a new world.

What’s next for the HERC Dual Career blog?

I’ll cover tips and preparation in the next post. HERC has compiled articles and other dual career information you may find helpful here. You may find the Clayman Report here. I suggest at least reading the summary. Upcoming blogs will help our hypothetical couple and you understand and navigate the process to your best advantage. You are not alone.

*Some institutions feel that this is a disparaging term, implying that the couple is unequal. For the same reason, “trailing partner” is no longer used by dual career offices. We will use “lead partner” and “accompanying partner.”

Photo credit: The Gender Spectrum Collection

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. We try our best to avoid, but cannot be responsible for, errors.

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.

Navigating a Dual Career Search: The Administrator’s Perspective

July 12, 2019 by Marketing Director

Are you and/or your partner searching for new career opportunities? Learn directly from university administrators to demystify the dual career search.

Our presenters, who represent a range of institution types, describe the dual career hiring process on their campuses, provide helpful strategies to job seekers, and answer questions from dual career couples. Participants will come away from this webinar with a better understanding of the policies and practices that help—or hinder—a dual career search and how those policies and practices vary by institution type, campus culture, and department.

Captioning for the deaf and hard of hearing is provided by CaptionAccess for all HERC webinars. Email marketing@hercjobs.org for a transcript. Click here to access the webinar on Vimeo.

Professor of Psychology Emeritus Joan S. Girgus joined Princeton University in 1977 as a Professor of Psychology and the Dean of the College. She was the first woman to serve in the role of Dean of the College. Prior to joining Princeton, Dr. Girgus served as an associate Professor of Psychology and Dean of the Division of Social Sciences at the City College of New York. Dr. Girgus studies development and gender issues in depression, helplessness, self-esteem, achievement, and coping strategies. Dr. Girgus earned her B.A. at Sarah Lawrence College and her Ph.D. at the New School for Social Research in New York City.

Brenda Kelly is Provost and Dean of the College and Associate Professor of Biology and Chemistry at Gustavus Adolphus College. Prior to becoming the interim Provost and permanent Provost, she served as Associate Provost and Dean of the Sciences and Education, Chair of Chemistry, and Director of Biochemistry and Molecular Biology. Dr. Kelly holds a doctorate in medicinal chemistry from the University of Washington and completed a post-doctoral fellowship in the Biochemistry Department at the Medical College of Wisconsin prior to her arrival at Gustavus.

Erika Henderson has more than twenty-seven years of experience leading organizational efforts to recruit, develop, and retain the best and brightest talent in the higher education and federal government sectors. She serves as assistant provost for faculty recruitment, retention, equity, and diversity for the University of Houston. Dr. Henderson previously served as senior policy advisor to the U.S. Department of Labor’s Assistant Secretary for the Employment and Training Administration. Prior to that role, she was the Deputy Director for the White House Fellows Program. She holds an Ed.D. from George Washington University, as well as a B.S. and a M.A., both from Hampton University.

Cultivating Happiness by Building Resilience in the Academic Workplace, Part Two

July 10, 2019 by Marketing Director

Part One of this article explored the importance of the foundational resiliency skills of being present and self-acceptance. This article, Part Two, will provide further guidance on how to cultivate happiness in your work by exploring the last three personal resiliency skills: 1) boundaries and expectations, 2) balance, and 3) celebration and appreciation.

Boundaries and Expectations

The connection between self-acceptance and boundaries and expectations is that once you know what’s important to you and what you value (including your unique worth gained through self-acceptance), you need to protect it, so it can grow. That is where boundaries and expectations come into play. Boundaries and expectations focus on limiting the negative influences in your life and protecting what you value.

There are both internal and external sources of negativity, which I’m defining as anything hostile toward your personal and professional growth and values. Internal sources of negativity include your mindset/attitude and self-talk. External sources of negativity include colleagues trying to influence your life, especially people who don’t always have your best interests at heart. Boundaries are used to filter out unhelpful expectations and protect what you care about.

People who don’t have boundaries and expectations in place tend to say “yes” to everything and then wonder why they’re so overwhelmed. People pleasers are known for getting trapped in these situations. An often overlooked side effect of always saying “yes” to everyone is that all the space, effort, and time you want to reserve for your important people isn’t available for them. Every time you say “yes” you are saying “no” to something/someone else. Are you saying “yes” to your most important people?

It is much more difficult to feel in control of your life if you don’t have boundaries and expectations set for yourself. Without clearly defined boundaries, you may feel too weak to push back on something that doesn’t align with your values or isn’t your responsibility. Have you encountered people who constantly change their minds? This might be due to their endless desire to meet expectations from multiple people. This tendency may manifest in the academic workplace as a feeling of chaos and unsteadiness, particularly if a manager tends to bounce back and forth between priorities and doesn’t keep a steady course.

Unclear boundaries and expectations can create confusion, as well as opportunities for others to knowingly or unknowingly take advantage of you. Without boundaries, you can’t set self-serving expectations for yourself, your coworkers, your supervisor, your employees, or anyone you interact with.

Here are some stories or beliefs that might deter you from setting boundaries and expectations that serve you:

-I need to live up to others’ expectations of me.

-Others’ happiness is more important than my own.

-It is selfish to pursue my happiness.

-If I don’t listen to and help everyone, I won’t be liked and will miss out on opportunities.

Here are some stories or beliefs that might promote setting boundaries and expectations that serve you:

-Starting with “no” is best.

-Expectations rarely serve me.

-It’s acceptable to protect what I value.

People who are good at setting boundaries and expectations will make their participation in groups clearer, will better explain their expectations to those they manage and work with, and will notice and effectively respond when someone tries crossing a boundary they have set. In addition, people with this resiliency skill will do a better job of prioritizing, of saying “no”, of considering the things that are important to them when making decisions, and of maintaining their health and wellbeing.

A manager who is good at setting boundaries and expectations will be open and clear about what are and aren’t the responsibilities of the team. Additionally, the manager will better listen to what your expectations are, what’s important to you, what your boundaries are, what you’re trying to build with your career, and the direction you want to go.

How can you start practicing setting boundaries and expectations that serve you?

(1) Set expectations separate from others.

(2) Only consider expectations from people who have your best interest (defined by you) at heart.

(3) Create and use a filter. Example: Will this serve my happiness or help me achieve my goals at work?

(4) Determine who should have unlimited access to the happiness of your most important person/people, since events that impact you can, in turn, impact your important person’s happiness.

Sometimes the most challenging part about making and keeping boundaries in place is questioning yourself. This is why you need to continue to reaffirm what’s important to you, fortify your unique worth through self-acceptance, and spend time being present. Setting boundaries will be very difficult for those who initially find their value in pleasing others. It may feel selfish to determine that something is important to you, but if you’re always pleasing others, you are allowing them to determine your happiness.

With boundaries and expectations, you have intentionally shielded what you care about. Now let’s dive into intentionally choosing to commit your energy toward what you care about.

Balance

There are many ways to define balance. Some think of it as work/life balance or possibly dedicating a certain amount of time to work and non-work activities. Others regard balance as considering their physical, emotional, and spiritual needs. One way to see balance is the concept of intentionally contributing your energy to areas that best energize you or best serve you over time. Balance is being intentional about how you use your energy, especially as it relates to what is important to you. Defining your balance allows you to prioritize what your energy is used for.

Balance, just like happiness, is unique to each individual and is something you need to personally define. It’s making a choice to use your energy the way that best suits you. Think of balance as an alignment between the way you feel and what you think, your goals, your values, and how you spend your time. Balance entails realizing that you can choose to spend time with people who drain your energy or spend time with people who energize you and support your professional priorities. Over time, the conscious choices you make on where to commit your energy can determine whether you feel engaged and fulfilled at work…or not.

When you don’t know what balance is for you, you may try to match what someone else is doing or telling you. What energizes you and someone else may be completely different.

If you see someone who looks extremely tired or they’re on the brink of burnout, that person might be experiencing an extreme lack of balance. These people over time have consciously or unconsciously committed, time and time again, to priorities and people that don’t energize them.

Here are some stories or beliefs that might deter someone from achieving balance:

-Success is all that matters in life.

-Others’ needs guides where I use my energy.

-Someday I’ll make time for something other than work.

-I can’t let anybody down. Everybody is counting on me.

Here are some stories or beliefs that might promote balance:

-My priorities and values will guide where I give my energy.

-I can choose the best balance for my life.

-Enjoying the journey is as important or more important than the destination.

-I will not put off what is important to me.

-My energy is precious.

Employees who understand the balance they require to stay energized and be at the top of their game will perform better when working on an activity and will be fully committed, knowing that their dedication to the activity is their choice and serves them. Employees who better define their balance will also choose activities and roles that energize them and realize that not everyone is energized in the same way, at the same time, by the same things.

How can you start practicing balance?

(1) Challenge and encourage yourself to have the balance that you want/define what that is.

(2) Step back from situations and ask yourself if you are served by putting energy into them.

(3) Say “no”.

(4) Do small things now instead of waiting for things you want to have in the future. For example, if you are looking forward to traveling when you retire, take a day or weekend trip now.

(5) Determine what you want your legacy to be and prioritize your energy toward those elements. Not sure what you want your legacy to be? Try writing your obituary, and notice what things you want to be known for.

Schedule time in your calendar for self-care, connecting with your important people, and to try new things.

You may draw your energy from rest, completing tasks, spending time with others, or being alone. There isn’t a single formula for balance. Inevitably, too, you will choose to do something that doesn’t energize you. It is important to be aware of this choice and try not to overdo it. One way to achieve the goal of balance over time is to prioritize and choose more and more frequently to do what energizes you.

The last resiliency element of personal celebration and appreciation further develops the importance of being intentional with your energy and emphasizes refilling your energy tank.

Celebration and Appreciation

The resiliency skill of celebration and appreciation is focused on personal celebration and appreciation, not on the celebration and appreciation of others or of others celebrating you. Personal celebration and appreciation help us recognize our own efforts, progress, and journey and re-energize ourselves.

Many people see celebration as a waste of time. They justify that they can complete additional tasks instead of “wasting time” or consider it slacking off to recognize what they’ve completed. In the workplace, managers tell their employees not to send emails of gratitude. Although this may seem more efficient, a lack of thanks can make the work environment seem much more transactional instead of relational. It also discourages many employees from being engaged or caring.

When was the last time you met someone who over-celebrated in a good way? Maybe never. Why? Perhaps it is because somewhere between being a kid and becoming an adult, we learn that celebrating is not something a mature or humble person should do. Some see celebration and appreciation as selfish or arrogant. Let’s challenge that idea. Have you ever looked at a joyful five-year-old and said, “dang, he just needs to stop celebrating; that’s so arrogant”?

Adults need to reexamine the consequences of not celebrating or appreciating anything except the “right things” at the “right times”. There doesn’t have to be a big reason to celebrate, like a birthday or getting a promotion. Celebrating and appreciating the little things is extremely valuable for being more present; creating optimism; overcoming challenges; and bolstering motivation, self-acceptance, and confidence. Managers who are skilled at personal celebration and appreciation create space for it and encourage others to do the same for themselves. This skill also supports and enhances engagement, contentment, and enthusiasm in the workplace.

Here are some stories or beliefs that might deter someone from embracing celebration and appreciation:

-I don’t have time to appreciate anything! There is too much to do!

-Achieving the goal is all that matters.

-Celebrating is for kids.

-I’ll enjoy what I earn when I retire.

Here are some stories or beliefs that might promote celebration and appreciation:

-It is important to recognize my progress.

-Celebrating and appreciation can energize me and help me to see more possibilities or do more.

-If I can’t enjoy the journey and the victory of the goal, it’s not worth my energy.

Want some examples of celebration and appreciation of the little things? It may be that after a project you take a 10-minute walk to appreciate the outside, get some sun, relax, clear your mind, and reflect on the progress you made. It may be that you treat yourself to a nice dinner for keeping a positive attitude all day long. It can even be as simple as saying “great job” to yourself. One of the best things about personal celebration and appreciation is that you know, better than anyone else, how you like to celebrate and appreciate.

How can you start practicing personal celebration and appreciation?

(1) Appreciate challenges and differences; it is what makes life exciting and interesting.

(2) Make a list of the different ways you can celebrate and determine which are your favorite (stickers, time, food, dance, smile, permission, etc.).

(3) Assign a celebration task when you write down a task.

(4) Write yourself an appreciation card that you open in one month.

(5) Hang out with kids and have a child-like attitude about celebration.

(6) Spend time in nature.

(7) Journal the best experience of your day, every day.

(8) Recognize effort instead of results.

(9) Consider that being your best self every day is an achievement and is worth celebrating.

Celebration and appreciation are all about how you recognize and value your journey. They are more focused on effort than outcomes, results, or accomplishments. This concept should align well with established ideas of growth and learning within academia.

The three resiliency skills highlighted here, along with the foundational skills of being present and self-acceptance, are key to realizing career success and happiness, both now and in the long-term. Mastering resiliency skills is an iterative, lifetime process that is never complete. However, the sooner you start practicing resilience, the sooner you will reap great rewards for your career and happiness. The key is to start and do it the way that best serves you.

About the author: Christina Unrein is a Leadership and Happiness Coach, Resiliency Trainer, and the owner of Possibility Lab LLC. Christina energizes and prepares achievement-driven leaders, engineers, and teams moving from good to great to be more effective, courageous, intentional, and collaborative. She designs and delivers comprehensive, integrated, immersive leadership and diversity and inclusion experiences featuring training, coaching, and mentoring elements. She’s passionate about energizing frustrated and exhausted individuals and organizations struggling with motivation, expectations, balance, resiliency, engagement, and satisfaction. Christina is the author of The Happiness Workbook: Rise Up, Happiness Soldiers. She sees life as a game that is won by being authentic and curious and loves playing with her nieces and nephews!

Cultivating Happiness by Building Resilience in the Academic Workplace: Part One

July 10, 2019 by Marketing Director

You’ve worked hard to reach your current position, but achievement in academia doesn’t always equate to happiness. Given that a career in academia is probably a major part of your life, it is vitally important to cultivate happiness in your work. The key to realizing career success and happiness faster (and for the long-term) is to build your resiliency skills. Until you define for yourself a life and career that serves your individual wants and needs, you may fumble with creating boundaries and expectations, crafting your desired work/life balance, and incorporating re-energizing celebration and appreciation methods that provide the success and happiness you want.

Resiliency doesn’t just enable people to bounce back quicker. The most resilient people can avoid major setbacks altogether, and they can function at their best in almost any situation. Resiliency can help you work at your peak state, not take things personally, be aware of when you’re starting to flounder, and better communicate your ideas, wants, and needs.

Resiliency skills are rarely focused on or taught in our society. The five personal resiliency skills are: 1) being present, 2) self-acceptance, 3) boundaries and expectations, 4) balance, and 5) celebration and appreciation. Mastering these skills at a personal level will spill over and improve your professional, interpersonal relationships as well.

1. Being Present

Being present is the foundation for all the other resiliency skills. Are you the person who is on your phone, or perhaps on your laptop, “multi-tasking” while someone else is trying to tell you about her day, or asking you a question? It can be very frustrating when a colleague doesn’t appear to be aware of you or care about connecting with you. To be fully present in a situation such as this would mean that you’re in the moment with the other person: aware, engaged, and listening.

Now, imagine that this same scenario is what you are doing to yourself. You never take time to just be with yourself. You are always busy on your phone, on your computer, or otherwise. Spending time alone while fully engaged, aware, and listening to yourself is the only way to get to know yourself. If you can’t be with yourself, create more awareness of yourself, and give yourself time to be present and in the moment, the other resiliency skills will be extremely difficult for you to master.

Habitually thinking about the future or past is not being present. When you constantly think about the past, you feel stuck and like you have no control or can’t do anything. When you constantly think about the future, you are rushing through life, anxious about what’s next. Both scenarios are examples of not being present.

Here are some stories or beliefs that might deter someone from being present:

-I need to be doing something to be of value.

-Nothing can be as great as the past was.

-If I stay busy and work hard, things will be better when I’m successful, promoted, or have a new job.

Here are some stories or beliefs that might promote being present:

-You never know when a life-changing moment will arise, so be present.

-Tomorrow isn’t guaranteed.

-I will be aware of more opportunities and possibilities if I am more present.

Present people are aware of why they are doing things the way they are doing them. They’re conscious of when feelings and thoughts change inside of them, and they’re more attuned to, and curious about, others they interact with.

How can you start to improve your skill of being present?

(1) Set aside time to just be present with yourself. This can be even for a few minutes each day. Put it on your calendar – and protect it! I love what my friend Daron Larson says: “The key is to start with more than never.”

(2) Go for a walk and focus on the sensations you are experiencing in real time.

(3) Practice listening to your gut or intuition for guidance.

Only by practicing the skill of being present can you then move on to understanding your unique worth and mastering the skill of self-acceptance.

2. Self-Acceptance

People who have self-acceptance embrace their individual worth and thoughts as valuable. They are confident in their original ideas which, when collaborating with colleagues, can help create synergy between the other team members. They can add to solutions and ask questions because they’re thinking for themselves. People who have self-acceptance are more likely to realize that others will have a different unique value and a different perspective to add. This will help with them acknowledging and considering multiple perspectives, including perspectives they don’t personally hold.

People lacking in self-acceptance won’t feel comfortable being the way they are or seeing the value in their unique views. They may get jealous of others easily, imitate others, or switch back-and-forth between opinions. They may never stand up for something or want to answer, because they’re afraid that they don’t have the right answer. Sometimes, people lacking self-acceptance keep themselves busy, so they never have to spend time figuring out who they are or what they really want or value. They may not want others to succeed and may envy others who know their worth and are confident. This can cause them to hold others back if they are in a management position or in a team environment. They might also have a hard time understanding other people’s perspectives. They might be known for going along with the crowd.

Here are some stories or beliefs that might deter someone from having self-acceptance:

-I would love me if I was worth being loved.

-Blending in is very important.

-Everybody’s happiness is the same.

Here are some stories or beliefs that might promote self-acceptance:

-Who is being me if I’m not?

-My relationship with knowing myself is just as important as, or more important, than my task/goals and other relationships.

-Life is boring if everything/everybody tries to be the same.

How can you start practicing self-acceptance?

(1) Focus on your strengths and your idea of happiness. Give permission for it not to conform to anyone else’s definition.

(2) Embrace life as it is, focus on what you control (your actions and reactions), and make choices that serve you.

(3) Spend time celebrating yourself, and spend time alone.

(4) Expand your comfort zone with more perspectives.

Check out the second part of this article to learn how you can better proceed with creating boundaries and expectations, crafting your desired work/life balance, and incorporating re-energizing celebration and appreciation methods once you have improved your self-acceptance skills. These resiliency skills can help deliver happiness in your career, and can transfer to all your future pursuits.

What is work-life balance and how do we go about achieving it?

June 24, 2019 by Marketing Director

Wooden blocks formed as a seesaw with the words WORK, LIFE and BALANCE on wooden background

Work-life balance is one of those terms that gets thrown around a lot, but what exactly does it mean? Well, it can mean different things to different people but largely, it is helpful to think of it as an acceptable equilibrium between your work life and your home/personal life, in accordance to your priorities, enjoyment, and goals.

Work-life balance can be a misleading term and is often mistaken for a balance in terms of time, allowing equal time at work and away from work. However, the perfect balance will be different for every person, so it really can’t be measured in ‘time’. It is a sense of wellbeing where you do not feel you are being pulled from pillar to post, but rather you feel that you are comfortably able to handle every aspect of your work and homelife, with the amount of energy and enjoyment each requires.

Is a work-life balance achievable?

Unfortunately for many, a work-life balance can sometimes seem unachievable. Balancing work, life, and family can be a difficult job and all too often the “life” part is shunted to the back of the queue and lost to late night work and family responsibilities. According to the 2010 National Health Interview Survey Occupational Health Supplemental data, 16% of U.S. workers find a work-life balance hard to achieve.

This doesn’t have to be the way, though, and fortunately, many employers are seeing the importance of helping their employees create a balance which means when they are at work, they are working at their optimum level and not to the detriment of their health.

Dedicated work-life offices

Many of HERC’s member institutions have dedicated work-life balance offices which work to support faculty and staff to create a healthy mix of work, personal life, and continued professional development.

Many people think about work-life balance as just for parents, but it really is for anybody. Most people look to create a balance when something new enters their life, like when they start a family, but they may also seek work-life balance due to things like caring for an elderly relative, going through a difficult time, or just simply to create a better mental wellbeing.

Steps to achieve work-life balance

As well as accessing a dedicated work-life office or service if you have one available, which is the best place to start, there are steps you can take to get closer to your ideal work life balance.

Say ‘No’: Whether it is in your work life or your personal life, if you are the person who says yes to everything, or finds it hard to say no, this one is for you. It’s so important not to feel overloaded, because this is where you send yourself into a spin and the unbalance begins. You do not have to be available 24/7 for your boss or at your advisees’ beck and call. Similarly in your home life, take time for you and make sure that isn’t sacrificed because you feel obliged to do something for someone else first.
Turn off your phone and social media: As above, it’s increasingly difficult to escape contact these days with social media, email, WhatApp, Skype, etc. all popping up on your phone screaming to be answered immediately. Take a step back and make sure you set time aside to attend to these messages, but do not let them eat into everything else. When we react immediately to an email or message, we are distracted from the task in hand, and it can erode productivity and generate more overwhelm. Similarly, when you are at home, turn off work notifications and only answer them at an allotted time or during the workday. Set some boundaries and you will immediately stop work and life blurring into one.
Work smart: When we are rushing about trying to fit everything in, we tend to just be firefighting rather than being productive. You need to improve your ability to work smart rather than being busy for the sake of it. Prioritize tasks; set yourself rigid timescales to get each task done and stick to hem; turn off social media and distractions; say no to long, unstructured meetings when the outcome can be achieved much quicker; and make sure the tasks you do provide maximum results. It’s important to not get caught up in unproductive tasks like checking email 50 times per day.
Ask for help: You don’t have to be a martyr. If you have too much to do, it’s ok to ask for help whether at home or at work. Tap into dedicated work-life offices and the wealth of resources available on the subject. It’s OK not to do everything yourself and it’s usually impossible. If you have a busy homelife, it may be that reducing your hours is necessary, or maybe you can employ someone in your personal life, such as a house cleaner or baby-sitter, to take off the strain. It’s not weak to ask for help.

Take home

Work-life balance is a term that has different definitions for different people. Whatever it means to you, it’s becoming a term more widely acknowledged by institutions and employers who are offering support to achieve it. In a world where we are constantly being pulled in so many directions, there are many ways you can advance towards a work-life balance yourself.