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Strategies for Researching Potential Employers

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Job seeker researching potential employers on their laptop

Have you found some interesting job opportunities or are you preparing for a job interview? Researching potential employers is crucial to understanding their workplace culture and whether they align with your career goals and values. It’s amazing how much information is accessible if you know where to go and what to look for. Here are some effective ways to conduct this research:

1. Visit the Company Website

The institution’s official website is the best place to start your research. Go to their About section for information about their mission, vision, values, and key leadership. Check out their newsroom/press releases to learn about any recent news or updates about the institution’s achievements, challenges, or initiatives. Their employment section may have specific information about their workplace culture and employee benefits.

Other Things to Look For

Programs/Services: Familiarize yourself with the institution’s programs/services, populations served, and competitive landscape (for example, what makes them different from other institutions in the region). Knowing their business model and market position can also help you tailor your application materials and interview responses.

Financial Health: An institution’s financial health can give you a sense of its stability and growth opportunities. Research the institution’s financial health and performance by looking for its annual financial reports and any data about student enrollment trends or changes in tuition rates.

2. Find Employees, Past and Present

Former and current employees of an institution can offer candid feedback about the workplace culture, work environment, leadership, and overall employee satisfaction. An essential step in the job search process, you can find this intel through various channels.

Employee Reviews: Websites like Glassdoor, Indeed, and Comparably provide employee reviews and ratings of companies. Get insider perspectives on workplace culture and a realistic portrayal of the day-to-day experiences of working at the institution.

LinkedIn Profiles of Employees: By searching for the institution on LinkedIn, you can find employees on LinkedIn to get insights into their professional backgrounds, roles within the company, and any shared connections you may have. This can also give you an idea of the institution’s organizational structure and leadership team.

Networking: If you happen to be connected to or have a shared connection with current or former employees, reach out and see if they’d be willing to share their experiences working at the institution. Attend networking meetups, career fairs, and other events where you might meet people affiliated with the institution.

3. Check Out These Other Sources

Social Media: Follow the institution on social media platforms like LinkedIn, Facebook, and Instagram. Their posts can provide insights into their company culture, recent activities, and how they interact with their community.

Media Outlets/Publishers: Search for news articles in national and local newspapers, industry publications, and other media outlets that mention the institution to help you ascertain its market position, recent achievements, challenges, and plans. You can also gauge the institution’s reputation within the higher education sector and among its competitors. Look for awards, recognition, or any controversies affecting its reputation. You can also research local economic trends to help you assess the institution’s financial health.

By researching potential employers using numerous sources, you can get a comprehensive understanding of an institution and make an informed decision about whether it can provide a workplace where you can thrive, grow, and be truly valued.

Check out more Top Articles on HERC Jobs.

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

Why I Work in Higher Ed: Sabrina Small, Human Resources

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Why I Work in Higher Ed: Sabrina Small, HR Director

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

Sabrina Small is the Director of Human Resources at the School of Social Work at Columbia University in the City of New York. Born and raised in Brooklyn, New York, Sabrina graduated from SUNY at Stony Brook with a Bachelor of Arts in Sociology and earned a Master of Arts in Organization and Leadership from Teachers College at Columbia University. Sabrina currently lives in Queens, NY and enjoys spending time with family and friends, attending live music events, and trying new foods.

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

Shortly after completing my undergraduate degree, I started in passenger service for an airline at JFK Airport. Moving forward in the ranks over a 2-year period, I became the training coordinator for that station, equivalent to the headquarters for that airline. My role entailed organizing and facilitating open houses, setting up and conducting interviews and training sessions, onboarding, and processing hiring forms. So that was my introduction to Human Resources.

Working in the airline industry was exciting but unpredictable and, as I began to plan for my future, I sought opportunities that could provide more stability.

A close friend reached out to me about an opportunity at Columbia and it happened to be as an HR coordinator at SIPA, the School of International Public Affairs. This was my introduction to academia and I have enjoyed being a part of the community for over 20 years.

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

Previously, I had not thought about HR work in a higher education setting, but when I began working at SIPA, I realized that I enjoyed it. Since I was relatively new to the workforce, I didn’t have a lot of information or comparisons to make. I was just excited about the prospect of working in an academic setting because of the positive experiences that I had in my time as an undergraduate, and working at Columbia was a chance to prolong that experience. SUNY Stony Brook was an amazing 4 years! I met my husband there and many of the friendships that I formed during that time remain today and are now considered extensions of my family. I enjoy the energy of the academic environment and the opportunities to have an impact and make significant positive contributions, not just to the university, but to society at-large.

How would you describe the main responsibilities and challenges you face in your current role?

What I have observed over time about the role of human resources offices within an organization is that, traditionally, the work was heavily transactional, process-focused, and task-driven. The current function of HR roles has significantly evolved, and we’ve been called to serve a much broader purpose that considers the organization holistically, particularly since the COVID-19 pandemic. We’ve been required to do and balance more with respect to individual employee needs as policies and guidance change at levels that are not within our control. Keeping the HR toolbox current and ready, for application to a wide variety of situations to achieve the best outcomes, is the biggest challenge that I’ve recently experienced in this profession.

What I’ve learned over time is that there are varying definitions of human resources across industries. The purpose that HR serves at an organization is tied to the mission of that organization and the vision for leadership’s plan.

What are the most satisfying and fulfilling aspects of your job?

I remain motivated by any positive impact that I’m able to make, whether it be as simple as implementing a basic system or process that helps to streamline and increase productivity, or if it’s career guidance that I offer to someone that allows me to see their career progression. I am particularly grateful when I can offer this kind of help, because I understand and have appreciated the benefits of being on the receiving end of that guidance.

At this stage in my career, I seek opportunities that align why I’m working with what I’m doing. The societal contributions that the Columbia School of Social Work (CSSW) continues to make, will benefit generations to come.  This motivates me to keep pushing, even when the work can sometimes be challenging.

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

I think that what helps me the most is reminding myself to pace myself. There’s much to do and many needs to be met, but it’s not possible to meet them all at the same time. Frequent readjustment, recalibration, and reorganization of your work are necessary to avoid burnout.

HR offices are often small units that serve a large number of constituents within an organization. Currently, I am on a team of 4 that manages the HR needs of a school of approximately 500+ employees at any time. The work of an HR practitioner requires that we lead with compassion and understanding as we engage and interact with people in our respective employee populations.

Is there anything else you’d like to share about your career journey that we haven’t covered yet?

At every level you achieve in a career, there’s always something new to learn and these are growth opportunities. Remain open, particularly in higher ed settings, as there’s a lot of flexibility to be leveraged. I’ve seen people discover new skill sets and create a need around them, which can cause a new position or unit to emerge.

Lastly, one piece of advice I received that has stayed with me, is to trust myself and not be afraid to be me. Building trust as an HR Practitioner is of critical importance to one’s success in that role. Generally, I’ve found that people appreciate authenticity as it may help to make you feel more accessible and relatable to them, which allows for lines of communication to open and for meaningful connections to be formed.

Check out Top Articles on HERC Jobs.

Interested in higher ed job opportunities? Explore our job board with about 50,000 job postings and sign up for a free job seeker account.

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

A Practical Approach: Answer 4 Questions to Give Clear Directions

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Leader giving clear directions and distributing materials to teammates

Good communication skills are valuable in all aspects of life. Communicating clear directions at work can greatly impact the workplace, affecting the success of projects and defining strong leadership.

A lack of good communication from a manager can negatively affect employee morale. In a recent LinkedIn poll, we asked what the most positive sign of a good manager was. The top response was “Gives Clear Direction” (47%), followed relatively distantly by “Ensures Manageable Workloads” (33%).

When giving instructions to a direct report or coworker, being as clear as possible about the who, what, when, where, why, and how can help both parties be efficient and effective. As you compose that email or prep for the meeting or phone call, consider answering these four questions they might have:

1. Why are you telling me this? Why does this matter?

Have you ever had a higher-up approach you to discuss something and after a few minutes, you still don’t know why you’re part of the conversation? Providing the context of your request from the very beginning can quickly and easily clear that confusion. Share any goals and objectives that you have and explain that you need their help to achieve them.

2. What do you want me to do?

    Now that the person knows you want something, lay out exactly what you need them to do and what your expectations are. What is the task you want this person to complete? Are there other people or resources that this person can leverage? Is there an example they should reference? Make sure they understand the task and ask if they need anything clarified.

    3. What work has already been done? What will happen after I complete the task?

      Understanding the process from start to finish can help a person better understand what their efforts contribute to, what resources/information are already available, and may even spark their ideas on how to improve the process. Knowing what will happen after they complete their task also establishes transparency and accountability.

      4. How urgent is this? Is there a deadline?

        Be mindful of other tasks and projects that this person may be juggling. Let them know if this is an urgent request requiring immediate attention or if the timing is flexible. When possible, provide a due date. This helps the person prioritize their workload as they try to meet your needs.

        Quick Tips for Emailing Clear Directions

        Given our reliance on emails at work, here are a couple of quick tips to improve your email communications when giving instructions or making a request:

        • Include Key Details in the Email Subject Title: Email inboxes can be inundated with emails, real and automated, all vying for attention. To make your message stand out and quickly convey your directions, include an action statement and deadline in the subject title. For example: “Review/Provide Feedback on Draft Article by 10/8”
        • Keep Emails Brief; If It’s Getting Too Long, Try Another Channel: No one enjoys reading long emails, and nobody likes writing them either. If you find yourself crafting a message and feeling it’s taking too much time or becoming uncomfortably verbose, consider making a phone call or scheduling a meeting instead.

        Always conclude by letting them know they should reach out if they have questions or need support. Additionally, if it’s a complex task with multiple sub-tasks, consider scheduling check-ins throughout the process to monitor progress and address any concerns.

        Check out more Top Articles on HERC Jobs.

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

        How to Give Constructive and Actionable Peer Feedback

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        A higher ed professional giving peer feedback to another colleague

        If your company conducts peer-to-peer feedback during their performance review cycles, chances are at some point you’ll be tasked with providing an evaluation for one of your teammates. This may make you a little uncomfortable, especially if the person is someone you work closely with or are friends with. However, it’s a crucial process for fostering a positive and productive work environment and ensuring your team’s collective long-term success. Let’s break down how you can approach the review so that it positively impacts the employee and your team, while also ensuring your feedback is actionable.

        Timely Feedback

        Providing feedback in a timely manner is important because you can nip issues in the bud before they escalate to real problems for the person or your whole team. It gives you a chance to report a recent issue that will be more motivating for the employee to address and correct than speaking to something that happened a long time ago. Some companies only conduct reviews yearly and managers may purposively select different people to provide peer-to-peer feedback each time there is a review cycle. This makes it even more important to provide feedback while the opportunity is in front of you. Letting it fester means you’ve deprived the employee of learning from it and acting toward improvement – which doesn’t do them, you, or the overall team any good.

        Effective Communication

        So, how do you deliver your valuable feedback? First off, coming to it with empathy is key. Imagine yourself receiving feedback and how it may make you feel. What would put you on the defense vs. make you curiously absorb it with an open mind? What would make you want to take action to improve your performance? Simply taking this imagination exercise seriously, and then crafting your feedback accordingly, will put you well on your way to delivering feedback that will resonate.

        Typically peer-to-peer reviews are conducted in writing, but if your company encourages in-person reviews, brushing up your active listening and understanding non-verbal cues skills are also important.

        Constructive (vs. Destructive) Feedback

        Constructive feedback involves providing tangible input aimed at fostering growth and improvement – and ties back to the team’s goal or the employee’s specific role. It focuses on remaining professional while presenting specific behaviors or outcomes you’ve observed without making the review personal. You can also review examples of constructive feedback in action if you’re having trouble with crafting your message. Conversely, if you deliver feedback that is vague, personal, or too general, the feedback is likely to be destructive to the employee’s performance and motivation.

        The Good ‘Ol Sandwich Approach

        The Sandwich Approach is a well-known way to deliver feedback and works well for a lot of situations—and peer-to-peer is no exception. It’s a great way to make the delivery feel safe and remind the recipient of their positive qualities or team contributions. To deliver a “sandwich,” you simply deliver the feedback in the order of positive-negative-positive. Begin by highlighting something that went well that gives you an opportunity to acknowledge your peer’s strengths. Then, move on to a specific area of improvement you observed that you feel could have been handled more effectively. Use clear, actionable, encouraging language, and provide examples to illustrate your points. Then “sandwich” the feedback by concluding with positive reinforcement about the employee’s strengths, bringing everything back to the collective success of the team.

        Continuous Improvement

        An organization or team that solicits peer-to-peer feedback is likely committed to continuous improvement—which is a great thing for everyone’s professional growth as well as long-term team cohesion. Getting comfortable with delivering your observations by using the above approaches means you’ll be doing your part to encourage the idea that everyone can contribute to the team’s goals and the organization’s growth – regardless of position.

        Check out Top Articles on HERC Jobs.

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

        Using Professional Services for Your Job Search

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        Early career professional writing notes in conversation with a professional resume writer

        The following is the first article of a two-part series on using professional services to advance your candidacy in today’s competitive job market. Access the second article on how to select a professional service here.

        In today’s competitive job market, you may find it advantageous to pay professionals who provide resources and support to build highly marketable application documents (such as resumes, curriculum vitae (CV), and cover letters) and LinkedIn profiles.

        Let’s start with the basics of securing a job. The fact is you have only one chance to make a strong impression, especially with the use of applicant tracking systems (ATS) and the limited time available for those serving in hiring roles to thoroughly read the details of each resume/ CV and cover letter.  On average, your documents will be quickly scanned in 6-10 seconds to determine if you meet the basic qualifications of the position.  This is where hiring a professional can make a significant difference in how your candidacy is judged.

        Getting a job has never been easy.  And, for many, it may seem like it is only getting harder, especially as competition is far greater when considering remote opportunities, internal candidates, and now five generations (traditionalists, baby boomers, Gen X, millennials, and Gen Z) in the workplace. Any one of these challenges, or several combined, will certainly play a factor in the success of any job search.

        What this means for job seekers is that employers have larger pools of candidates that include those who are accomplished and known in their careers and industry. But this is not to say that gaining a new or higher-level job is impossible; it just means attention is needed in the approach that is taken. 

        Q: Why should I pay for professional services? Are the reasons for someone who’s just starting their career different for someone who considers themselves mid- or late-career?

        With the increasing number of candidates in the job market, it can be beneficial to hire an experienced professional who can take an objective view of your current documents to customize and tailor your achievements according to what hiring officials expect to see in today’s market.  Additionally, many recruiters/talent specialists/search committees utilize LinkedIn to locate “passive” job candidates.

        Candidate pools today can range from 50 to 1,000 + applications, all of whom believe they are the perfect candidate. Hiring a professional to develop your documents can help frame your experience and accomplishments using keywords, phrases, and information that will help push your documents through an ATS.  These professionals understand what employers seek and know what questions to ask about your experience to identify key elements of your story that are engaging and persuasive.

        That said, even with the best-framed documents, you should always be open to personalizing and tailoring them to match the needs of each position you apply for – there is no one-size-fits-all resume/CV or cover letter. Also important is to recognize that a professional provider can only develop documents from your experience. What you have done to this point in your career is what you bring to an employer. They can better package what you have to offer an employer. 

        Q: What’s the best way to find a professional for my job application support?

        Your resume and/or CV is your story; it communicates what you have accomplished in your career.  A writer will spend time understanding your strengths, achievements, and goals to create a document that showcases what you bring to an employer.

        Whether your focus is advancing in your current industry, making a career change, or simply gaining a job, be it your first job, a different job, or coming out of unemployment, ensuring that your job application documents are well-prepared, professional, and customized will help you to stand out among your peers. This is where hiring a qualified and experienced professional trained in job seeker services can make a difference.  

        While you can use the internet to quickly search for a ‘resume writer’, a better tactic is finding an organization that provides training and certification and utilizing their directory to find an expert to ensure you are working with someone that best fits your needs. While many people are promoting themselves as ‘resume writers’, it would be wise to research writers’ certifications. A couple of notable respected organizations, include but are not limited to, the Professional Association of Résumé Writers & Career Coaches™ (PARWCC) and the National Resume Writer Association (NRWA). As you are considering writers, look at their career history, for example using LinkedIn to find out what range of experience they have and ask questions related to their expertise.

        Q: Are there any free or nominal-cost services and resources that I can use?

        While hiring a professional to assist in writing your resume, CV, cover letter, or LinkedIn profile can save time and make a significant difference in the quality of your documents and online professional presence, I would be remiss if I did not mention that most college, universities, and trade schools offer career support services to both current students and alumni. These services may be housed in either the campus career services center or the alumni office.

        Some of their services may include:

        • access to job search strategies that include job boards
        • invitations to campus career fairs
        • resume, CV, and cover letter workshops and reviews
        • webinars on topics, like interviewing, negotiating offers, etc.
        • networking events with both fellow alumni and businesses the office has partnered with
        • guest speaker and professional development workshops
        • virtual job seeker resources
        • curated career guides for different market needs

        In addition, often for a small fee, you may have access to career coach/counselor/career advisors, mentorship relationships, career assessment tools, career transition guidance, and discounts on certificate or continuing education programs.

        To understand what tools and resources are available to you, reach out to both the career services and alumni offices where you graduated.

        In part two of this series, we will discuss the best strategy for finding a qualified and trusted professional to aid you in your job search as well as questions to ask as you narrow your search.

        Check out the Top Articles on HERC Jobs.

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

        Managing ‘Cultural Taxation’ and Combating Burnout

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        Download our free ebook, “Having Our Say: Black Voices on Working in Higher Education,” featuring stories from Black faculty and staff at different career stages and in a variety of roles at colleges and universities across the U.S. Through their stories, you’ll learn how to survive and thrive in the academy. The following article is from the ebook.

        Work-related burnout is so prevalent that it’s now recognized as a condition by health officials. Burnout among workers from underrepresented groups presents its own unique challenges. Experts, however, say you can prevent and recover from burnout if you recognize the signs and implement key self-care practices.

        Recognizing the signs of burnout

        “Signs can include apathy or a general lack of caring about the work that you’re doing,” says Jo Teut, Assistant Director of Diversity & Inclusion Programming at Centre College in Kentucky. As a diversity specialist, Teut has witnessed this pattern firsthand in faculty and staff on various campuses.

        Shanza Isom, Assistant Professor in James Madison University’s Department of Social Work, echoes Teut’s assessment. “One sign is when you see people coming to work and you can tell they don’t want to be there; it just seems like it’s a chore.”

        If you’re starting to devalue your job or lack the motivation to succeed at work, you could be experiencing burnout. Isom says this lack of engagement inevitably leads to a loss of energy, which in turn fuels the apathy. A clear indicator of burnout, she says, is when “you start the day feeling the way people leave a day.”

        Another indicator is prolonged negativity, says Teut. “Having a super negative attitude all the time about everything” often points toward workplace burnout.

        Causes of burnout

        While the causes of burnout vary, staff and faculty from underrepresented groups typically experience two specific stressors: “cultural taxation” and heavy workloads.

        Cultural taxation is the extra work faculty and staff of color take on by being the ethnic representation on university committees and serving as unofficial diversity consultants on campus. While the campus benefits from their presence and voices, workers are not compensated for these tasks. Instead, this tax leads to a second stressor—a heavier workload.

        “When you’re the only one [of an underrepresented group] or one of a few, students who are like you tend to seek you out,” says Isom. “So then you find yourself doing extra advising, extra mentoring.”

        Teut says that many staff take on this extra responsibility because they understand that if they don’t, no one else will—or sometimes, can. Teut adds, “You can’t stop because if you do, the work won’t get done.”

        This extra responsibility often goes unnoticed, according to Isom: “We have an added workload responsibility that’s not recorded anywhere. It’s not a part of your regular workload requirements. It’s not a part of our faculty plan.”

        Self-care solutions

        Self-care is a viable option, even if you consistently manage a heavy workload. Isom advises workers to talk to their supervisors about their extra responsibilities and figure out how to include this work on their annual report. She says that “keeping track of the number of [student] requests and what they came by for” helps you track your time and clearly show your supervisor your additional commitments.

        Teut also encourages workers to understand “what’s negotiable about your job and what’s not.” Isom agrees that negotiating work commitments is critical to preventing burnout. “It’s important to have a clear understanding of what’s a job requirement versus a request, and knowing what you can say ‘no’ to.” She adds that once you understand what’s negotiable, you can set boundaries to create a more sustainable work-life balance.

        Isom also urges university employees not to ignore the basics: eating lunch, taking a stretch break, leaving your desk, and even doing shoulder rolls are simple best-care practices you can implement daily to alleviate stress.

        Another key preventer of burnout is a solid support system. Teut insists it’s critical to “find those people who share your identity that you can talk with.” These people can offer advice, support, and if cultivated—can grow into a coalition that can advocate for systemic change throughout campus, the kind of change that can alleviate the burnout you’re experiencing. If your campus doesn’t already offer an Employee Resource Group, you (or your budding coalition) might consider advocating for one.

        Moving forward

        By building a support system, strategically navigating the cultural tax, and caring for your body, you will be able to meet the needs of your campus and maintain a healthy work-life balance. Teut offers a wise reminder often overlooked, “Higher ed can always hire someone else, but you can’t get your life back.”

        Download our free ebook, “Having Our Say: Black Voices on Working in Higher Education”

        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.

        HERC Membership Milestone: HERC in All 50 States!

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        SAN FRANCISCO, CA – We are thrilled to announce HERC’s nationwide expansion, now offering membership in all 50 states! This strategic decision marks a significant milestone in HERC’s journey, opening doors for colleges, universities, and other higher ed across the country to join our community dedicated to fostering an inclusive higher education workforce.  

        After conducting an internal assessment of regional health and membership needs, HERC leadership approved the restructuring and expansion of HERC regions to strengthen our member network, expand the institution types in our region, and help us grow sustainably. 

        “Transforming HERC into a nationwide organization with members and job opportunities spanning the United States represents a critical step aligned with the organization’s strategic roadmap,” said Kari Steele, Co-Executive Director and Director of Operations. “This initiative will help stabilize regional budgets and bolster membership figures, particularly in areas with fewer colleges and universities.”

        Below is a summary of regional expansions, refining, and consolidations:

        State-Level Expansions

        • Greater Texas HERC expanded to Louisiana
        • Northern California HERC expanded to Nevada
        • Southern California HERC expanded to Hawaii

        Regional State Lines Restructuring

        • Central Midwest HERC: All of Nebraska included (previously, only the eastern part of the state was included) and Western Illinois excluded (formerly Illinois was split over three regions)
        • Greater Chicago Midwest HERC and Greater Kentucky HERC: Move all of Indiana to Greater Chicago Midwest HERC (formerly Indiana was split between Greater Chicago Midwest HERC and Greater Kentucky HERC)

        Regional Consolidation 

        • Greater Washington State HERC to consolidate with Greater Oregon HERC; the new name is Northwest HERC

        Regional Consolidation + Expansion 

        • Greater Kentucky HERC to consolidate with Southeastern HERC and expand to Florida; the new name is Southeast HERC

        This initiative also underscores the leadership of our lead and partner institutions. Currently, 13 university and system offices fulfilling these roles: Centre College, Columbia University, East Carolina University, George Mason University, Harvard University, Michigan State University, Minnesota State, Princeton University, San Diego State University, University of Buffalo, University of Houston, The University of Iowa, and University of Washington.

        “Our lead and partner institutions serve as regional and national champions of HERC’s mission to cultivate, retain, and support a talented and inclusive workforce,” said Autumn Reed, HERC Governance Board Chair and Assistant Vice Provost for Faculty Affairs, University of Maryland, Baltimore County.  “It’s essential that we strengthen these relationships to maintain regional leadership and long-term growth.”

        By extending membership to all 50 states, HERC aims to create a truly inclusive community, transcending geographical boundaries and providing valuable opportunities for member institutions from coast to coast.

        ABOUT THE HIGHER EDUCATION RECRUITMENT CONSORTIUM: The Higher Education Recruitment Consortium (HERC) is a nonprofit consortium committed to advancing diversity, equity, and inclusion in the higher education workforce. With over 550 colleges, universities, hospitals, research labs, government agencies, and related organizations, HERC works to ensure member institutions are sites of belonging, where all faculty and staff can thrive. HERC provides resources, networking, and outreach programs to attract, hire, and retain a diverse and qualified workforce.

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

        How To Be Active and Engaged at Work

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        Group of higher ed employees engaged at work meeting

        Do you feel active and engaged at work? Having a healthy work-life balance is great, but if you don’t feel any connection to your colleagues or your institution’s mission, it may be time to look for a new gig. If you do like your job and are just feeling stuck in your bubble, then consider proactively finding ways to get more involved at work.

        Feeling connected to your work may help you feel more productive, creative, and satisfied. Your employer should know that a happy employee can translate to stronger teams and organizational success. However, if your employer doesn’t offer ways for you to be engaged at work, then it’s completely on them for failing to make your experience working there better.

        If you decide that you want to try being active, first think about how much time and bandwidth you want to give to something that’s not part of your job description. Then figure out what opportunities are out there (if any) that could work for you. You can learn about ways you can get involved by asking your manager or reaching out to your HR department.

        If offered by your employer, here are some ways you can be more active at your job:

        Start or Join an Employee Resource Group (ERG)

        ERGs, also known as affinity groups or employee networks, are voluntary, employee-led groups within a company that are formed based on shared backgrounds, interests, or experiences. Explore ERGs at your institution to get support, build connections, and foster a sense of community. If you can’t find one that addresses your needs, then think about creating one yourself.

        Show Your Interest in Joining a Committee

        Different from ERGs, committees are often led by management who set the goals and select members. Oftentimes, a committee is focused on a specific project or outcome, like an event or a new program. By expressing your interest in specific committees, you are letting management know that you want to be engaged and they may decide to invite you to join or at least consider you for future committees and other similar initiatives.

        Sign Up for Training and Other Learning Opportunities

        Don’t ignore those emails or flyers promoting learning opportunities, such as workshops, lunch-and-learns, or online courses through platforms like LinkedIn Learning. Enhance your skills and prepare to take on new challenges at work through continuous learning. You may also discover new interests and passions to pursue outside of work.

        Provide Feedback on Company Policies and Programs

        Throughout the year, your employer may invite you to a stay interview (a casual conversation/interview conducted by employers) or to take an employee survey to glean information on your satisfaction with your employer’s programs and policies. Take this opportunity to advocate for issues that matter to you and provide constructive feedback to your employer.

        Participate in Team Building Events

        From volunteering in the community to thinking collectively about how to navigate an Escape Room, team-building activities can boost morale, deepen relationships, and foster collaboration with your team. You might be skeptical about the effectiveness of these events, but the ones that support team building can be more productive and effective than those solely focused on socializing.

        Don’t forget to check with HR on any wellness programs (programs that aim to improve and maintain the health of employees) or even employee referral programs (employees are rewarded for referring qualified job candidates) that you can benefit from.

        Your active engagement can potentially increase your job satisfaction and transform your job into a fulfilling, purpose-driven career. But also remember that it’s NOT all on you to get there – your employer should offer these types of opportunities. Additionally, employers must give you the space and support to get involved. If you’re not seeing these efforts, decide if you want to be the person who starts the conversation by planting the seed(s) with your manager or HR department.

        Check out more Top Articles on HERC Jobs.

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

        The Positive Exit: Leveraging the Exit Interview for Mutual Benefit

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        Exit Interview: Higher ed professional listening to an HR rep

        The time has come to take that next big step in your career, but before you head out the door (or end that final Zoom), you will likely be asked to participate in an exit interview. Exit interviews are a way for employers to gather employee feedback and glean valuable information that they can use to help strengthen their company culture, as well as their employee retention efforts. In a nutshell, your departure serves as a learning opportunity for the employer. But it can be valuable for you too, as well as for your colleagues still working there, so taking the time to make it a constructive experience is good for all parties.

        Exit Interview Preparation

        First things first – let’s address the practical aspects. Exit interviews are not intended to make you nervous and shouldn’t cause a lot of anxiety or prep time. I often wonder why the triggering term “interview” was chosen for this process. Even though the main goal of the exit interview is to help the employer, this should really be a candid conversation. Fostering a mindset around open dialogue will make the exchange more beneficial to both parties. After all, you have nothing to lose as you’re already leaving the company.

        Usually, you’ll know in your gut what key big picture themes from your experience to discuss. Take a few minutes to think through the most effective way to get those important topics across in a constructive manner. If you put yourself in the shoes of the employer, it’s easy to see that they are trying to get ahead of key issues, such as the main reasons for employee attrition. So having that framework in mind as you work on your answers will help ensure your feedback resonates.

        On top of that, you can easily research exit interview questions in advance. While all companies are different, there are some common questions that nearly all will ask one way or another (What was the best part of working here? The hardest part? What are you proud of? Did you feel supported? What led to your decision to leave?), and taking a couple of minutes to research those questions is also a quick and practical way to prep.

        Keep Your Answers Factual, Courteous, and Sincere

        If there was ever a time to practice your diplomacy skills, the exit interview sure represents a good one. You may be tempted to speculate or provide feedback about that coworker you never quite got along with. But sticking to the facts and being respectful is key for a purposeful exit. Choosing your battles will also go a long way—don’t water down your meaningful feedback with petty issues. And just as it’s a good rule to research questions in advance to prep for what you want to say, spending a few minutes reminding yourself about what not to say is recommended as well. You’ll want to think about how to gracefully exit while keeping your personal brand intact.

        Stay Positive and Use this Opportunity to Help Others

        During an exit interview, you’ve got the ear of someone who cares, and often someone in senior management, so why not keep it positive? This is your chance to address the issues you observed while also offering your unique perspective on solutions. You may not be there to benefit from your own feedback. However, the colleagues you worked with still are and this is also an opportunity for employee advocacy. Why not do what you can to make it better for them? Wouldn’t you prefer to see the issues addressed for the good of your soon-to-be former coworkers?

        You may have a unique perspective on how the employer can advance its efforts in cultivating a more inclusive workplace. All your feedback rolls up to help strengthen the company culture and positively impact the employees.

        In addition, especially in more niche careers, it’s a small world out there and you never know when you’ll be working again with employees from the company. You may even want to apply for a job there again in the future—all the more reason to keep things on the up and up as you leave.

        As you leave your company, keep in mind that most employers are trying to run successful, prosperous businesses. Better yet, some are even trying to do right by their workers. Your exit interview puts you in the unique position to advocate for the employees still there while also giving you an opportunity for positive closure on one chapter as you move to the next in your career development journey.

        Check out Top Articles on HERC Jobs.

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

        AI Tools for Job Seekers: From Resumes to Interview Prep

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        AI Tools for Job Seekers: Higher ed professional taking a break from job searching

        Are you using artificial intelligence to find and land your next job? Everyone seems to be talking about artificial intelligence (AI) tools: how they can make our work easier and how they might impact the workforce in the future. Regardless of your opinions of these tools, you can certainly use them in a positive way to assist you in your job search.

        Most of these AI tools for job seekers aren’t free, but many offer a free option or plan with limited access to robust features. Take this opportunity to see how they work and if they deliver a satisfactory product. Then consider if paying for the additional features is worth it for your purposes. Sometimes, the free option is all you’ll need to get started on creating your job application materials.

        So, How Do AI Tools Work?

        According to ChatGPT, one of the most well-known AI tools, an AI tool “refers to any software or system that utilizes artificial intelligence techniques to perform tasks that typically require human-like intelligence. These tools are designed to simulate human cognitive functions such as learning, problem-solving, understanding natural language, and perception. AI tools can be classified into various categories based on their functionality, including machine learning algorithms, natural language processing systems, computer vision applications, and expert systems, among others.”

        Always keep in mind that AI can’t create or replace your authentic story – your background and experiences are yours alone. But you can use it to enhance how you share your story and even help increase the chances that your story will be seen and heard. Use these tools with caution and build in sufficient time to do a thorough review, then edit and correct as needed.

        Here are some ways you can use AI to support your job search efforts:

        Find Jobs That Match Your Skills

        If you’re having trouble finding interesting job opportunities and looking to explore new careers, some tools can serve as a “job matchmaker” for you. The good news is that many of these are free to you; potential employers are paying to find you. Check out Talentprise, and if you’re only interested in remote jobs, try Pyjama Jobs from Kickresume.

        Make Your Resume ATS-Friendly

        Employers are increasingly using an Application Tracking System (ATS) to collect and review resumes. Make sure your resume is ATS-friendly, such as including keywords from the job posting and formatting resumes for optimal scanning. Popular tools like Rezi, Jobscan, and Kickresume can help prep your resumes for these systems.

        Create a First Draft of Your Cover Letter

        While resumes highlight the facts of your background and experience, cover letters convey your professional and personal story, as well as your interest in a job opportunity. Relying on AI to tell your story effectively and authentically is trickier. Instead, use it as a tool to produce a first draft cover letter and get ideas on what language to use in communicating your story. Try Rezi, Kickresume, and Cover Letter Copilot.

        Get a Professional Headshot

        A professional headshot can be used in various places, including for your LinkedIn or other professional networking profiles. When using AI to produce a professional headshot, it’s harder to find free options that look good. Some key differences are the number of photos you must upload, styling options, turnaround time, and how many different headshots you’ll get. Take a look at Aragon, HeadshotPro, and Dreamwave.

        Prepare for Job Interviews

        All the time you spent preparing your application materials and networking has paid off. A potential employer has invited you for an interview and AI can help you get ready. Use AI to anticipate questions, practice answering them, and get feedback on your responses. Some of these tools can even tailor the questions to the job description and company. Try Interview Warmup from Google, Adzuna, and the Huru app.

        This article only scratches the surface of what AI tools are available. There’s a whole slew of other tools you can use after the job interview, like salary negotiation, self-evaluation, and even public speaking.

        Remember that tailoring your materials to the specific job that you’re applying for is essential to making it to the next step in securing that job. It’s up to you to make the very human connection between those job posting requirements and your background and skills. Never underestimate the value of having your mentors and peers conduct a final review of your materials before you submit them.

        Check out more Top Articles on HERC Jobs.

        Interested in higher ed job opportunities? Explore our job board with about 50,000 job postings and sign up for a free job seeker account.

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

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