herc jobs logo
Menu
Menu
 
 
 
 
 
 

Optimize Your Resume and Cover Letter

by

Hiring manager reviewing resumes and cover letters.

Retired U.S. Army veteran Adam Potter applied to multiple HR positions at a higher education institution prior to receiving a response. Now that he works for the University of Iowa as a Senior Human Resource Specialist, he has a better understanding of why he wasn’t considered the first few times he applied—he wasn’t addressing the specific requirements of the position in his resume. Potter offers these tips on how to optimize your resume and cover letter to break into higher ed:

What must be in your resume:

When a university posts a job it will typically list the required qualifications for this position: education, experience, and a few other qualifications needed to be successful in the role. Well, those required qualifications, we have to be able to see those in the resume. They have to be addressed. Otherwise, it can’t be determined you’re qualified for a role. Institutions will typically screen your resume submitted based on the qualifications listed in the job posting.

The biggest mistake people make with their resume:

When I go to job fairs or do a career counseling session, I’ll ask you point blank, “Are you using the same exact resume for every position you apply for?” Typically the answer is yes. The job seeker is going to struggle when they do that. Job seekers need to tailor their resume to each position they’re going to apply to, specifically addressing those qualifications.

When it comes to addressing qualifications on a resume, the way I coach is, you’re going to put your company, job title, and dates, then a very brief one to two sentences, what do you do in this role. And then develop your bullet points under that position that address the specific qualifications of the job you’re going to apply to. So if I need somebody that has excellent communication skills, is proficient with Microsoft Office suite, and has an excellent track record of excellent customer service, I should see bullets under that position that matches the qualifications I’m looking for.

And make them quantifiable as well. A lot of people will say yes, I have excellent communication skills, and that’s it. But that’s not quantifiable. It’s one thing to say it—how can you quantify it? So the bullet points should address one of three things—outcomes, achievements, or metrics. Take metrics, for example. I performed this action, and it resulted in $50 million in cost savings, or increased productivity by 50%. An achievement-based bullet would be, I received superior marks on my performance evaluation. Outcome-based would be I did this action, it resulted in (outcome).

Differentiate your cover letter from your resume:

A resume and a cover letter are meant to do two different things. And I think a lot of job seekers get those confused. The resume is designed to inform the employer of your qualifications, and the cover letter is meant to persuade the employer to bring you in for an interview. I think cover letters are very generic. Many of them are identical in nature. Typically it’s “I’m interested in a position here at (Insert Company Name), here’s a list of all my qualifications you’re already going to read on my resume, thank you for your time and consideration, I look forward to speaking with you.” It’s a typical cookie-cutter cover letter, you see it all the time. You need to create a personalized cover letter for each position.

That introduction, try to tell the story a little bit, or address some of the potential bias you might be subject to. When I was applying for positions in Iowa I was living in Wyoming and I would have employers send me feedback, it wasn’t really a rejection, but it was like, “You understand this position’s in Iowa?” So I think there was some geographical bias there, so I started putting in my cover letter in that first paragraph, “I am looking to relocate to Iowa.” Start addressing that question.

Your cover letter should be personalized:

Job seekers need to create a personalized cover letter and avoid duplicating their resume. Consider setting the stage in your introductory paragraph and address why you may be seeking a new opportunity. Then consider answering three “why” questions in the body of the cover letter.

The first “why” you need to address is, Why are you applying for this job? What is it that makes you excited to submit your application for this role? I think that speaks volumes and it sets the stage for the interview, because nine times out of 10 it’s an interview question. You’re already setting the stage when you address that in the cover letter.

The second paragraph is, Why are you interested in working for that specific company or that department or that organization? Go to their website, find out what their mission statement is or value statement. What jumps out at you and makes you excited to go join that team?

The third “why” is, Why are you the best-qualified candidate for this role? What are you bringing to the table? What major contribution will you bring to the team? And I would stick to no more than two things, so again not restating your whole resume, just quick highlights. Here’s my biggest strength. Something that’s gonna jump out and grab somebody’s attention.

And then your closing paragraph, this is where I say put in a soft close. I look forward to discussing my qualifications further during our interview. Just putting yourself in the interview seat. This basic formula will help in creating a personalized cover letter that will prove deeper insight into candidacy.

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

Check out some Top Articles on HERC Jobs.

About the Author: Harold Gutmann is the director of brand and marketing strategy at Santa Clara University. He is a longtime writer and editor who is proud to work in higher education, and encourages all job seekers to consider it.

How Sponsors Differ From Mentors

by

Higher ed professional meeting with their sponsor

Early in Shelly Sherman’s career at an insurance company, a senior-level executive at the organization was a friend of her father.

He took it upon himself to introduce Sherman to key leaders in the company and he recommended her for projects so that colleagues could see what she was capable of doing. He asked her to speak at a conference with more than 500 people in attendance, despite her inexperience with public speaking, and coached her through how to do it.

“He made those things happen for me, knowing full well that I could deliver,” Sherman said.

Sherman called this person her sponsor, and it’s a reason she’s an advocate for sponsorship in the workforce now.

What is a Sponsor?

While many people are familiar with the role of a mentor, a sponsor takes that relationship to another level. A mentor will give you advice, but a sponsor will take extra steps to vouch for you and back you – making sure you get on the right projects or are exposed to the right people so that you can advance in your career.

“They not only give you advice, but also they are there to help make sure things happen for you,” said Sherman, who is now the senior director of talent management at a large, metropolitan pediatric health care organization, but spent several years in the higher education industry.

How to Get a Sponsor

Having a sponsor can be a critical factor in helping employees succeed, but hardly any employers offer formal ways for sponsorships to occur. Mentors can be assigned, but since sponsors often put their reputations on the line in advocating for the person they’re sponsoring, the connections must be genuine.

“You don’t really have that same kind of conversation where you walk up to someone and say, ‘I would love for you to sponsor me,’” Sherman said. “It doesn’t quite happen.”

Instead, the best way to gain a sponsor is to network within the organization and find ways to showcase your value. Sherman recommends volunteering for projects that allow potential sponsors to see your skills and abilities. Once an experienced member of the organization sees you’re a talented person who can benefit the company, they will be more likely to become your sponsor.

Of course, finding a sponsor isn’t the endgame. You still have to take advantage of the opportunities your sponsor may provide. In Sherman’s case, she still had to make the speech in front of a large crowd. She eventually become the president of the professional organization that held that conference.

“They might open the doors, but you have to walk through them,” Sherman said. “You have to do the work.”

Check out some Top Articles on HERC Jobs.

About the Author: Harold Gutmann is the director of brand and marketing strategy at Santa Clara University. He is a longtime writer and editor who is proud to work in higher education, and encourages all job seekers to consider it.

How to Support Introverts and Extroverts at Work

by

Confident introverted higher ed professional posing in front of campus building

Being mindful of and proactive in how you work with and support introverts and extroverts helps foster a sense of belonging in the workplace.

As an introvert, I think I’ve truly benefited from the impact of the COVID pandemic on the workplace. During that initial lockdown, my extroverted colleagues were not as happy as I was about shifting to working remotely. Despite our difference in feelings about the situation, we worked hard to support each other during a particularly harrowing, uncertain time.

So how can you help introverts and extroverts on your team feel accepted and supported? Don’t be distracted by the stereotypes that introverts are shy and reserved, while extroverts are social and loud.

Remember that everyone needs to feel connected and valued to be engaged and productive. How to accomplish that for each group may differ. One difference to keep in mind is the contrasting ways that they process information and restore their energy: introverts process information, focus best, and reenergize when they are alone or in a quiet space, whereas extroverts want conversations to process thoughts and ideas and thrive in social settings.

How does that play out in the workplace? Here are some quick tips:

How to Support Introverts

Give Time

Introverts need time to reflect before responding. If you want feedback on something, send it and give them a deadline for when you need feedback. If you’re hosting a meeting, provide an agenda and state meeting goals or objectives in advance. Set aside time during the meeting for any last-minute thoughts – this gives introverts an opportunity to speak up without having to compete with their extroverted colleagues.

Be Flexible

Everyone appreciates flexibility, but when it comes to collaborating and engaging at work, introverts may be more grateful. During work meetings – in-person or virtual – offer a variety of ways for interaction. Provide post-it notes or encourage the use of the chat function to share their thoughts with the group. When defining and delegating tasks, provide opportunities for both group and solo work.

Mind How You Communicate

Written communication is often preferred by introverts – through writing, they get the needed time to be thoughtful about what they say. But it never hurts to ask about communication preferences. You may come to an agreement on the appropriate communication channel for different types of messages, like if it’s urgent, a phone call or an unannounced office visit might be warranted. Lastly, if you’re thinking about scheduling a meeting, consider if the goals or objectives can be accomplished by email instead.

How to Support Extroverts

Let Them Share

Extroverts are energized by interactions with people. They’ll want to bounce their ideas off others and have brainstorming sessions. Don’t be afraid to interrupt with your own ideas – extroverts will not be offended by interjections. If anything, your input will inspire them to produce more ideas. Consider scheduling regular check-in meetings that give your extroverted colleagues an opportunity to speak their minds and engage with you.

Set Goals, Expectations, and Boundaries

Extroverts can get distracted by their many ideas or need for social interaction. Be clear about what needs to be accomplished and by when to help them focus and be more productive. During group meetings, extroverts can take over the floor, making it challenging for others to contribute.  By establishing boundaries, you will help extroverts know when they need to give space for others to share or lead.

Give Encouragement

Positive feedback and recognition can really motivate an extrovert to work harder and better. As noted many times in this article, extroverts thrive on social engagement – adding praise is like the cherry on top of a sundae of regular human interaction. Your efforts to avoid expressing negative thoughts and instead focus on solutions and lessons learned will provide a positive environment where extroverts can flourish.

Check out some Top Articles on HERC Jobs.

Interested in higher ed job opportunities? Explore our job board with over 60,000 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.

The Many Benefits of Lifelong Learning

by

Higher Ed professional showing commitment to lifelong learning by taking a class

If there’s one thing I’ve learned, it’s that there is always room to grow and learn new things. Things I’ve worked on learning as an adult include swimming, yoga, Spanish and Chinese languages, cooking, meditation, and substantive professional development courses on legal and regulatory frameworks, creative writing, professional writing, and conflict resolution.

What, if anything, connects these disparate subjects? They include passions, aspirations, and stepping stones to achievement and expression of personal and professional goals and values. 

Why pursue a lifelong learning approach?

The pursuit of lifelong learning taps into a human desire for inspiration and activities that challenge us and provide new vistas for personal growth.

Career Development and Resilience

If you are thinking about moving into a new area of work or transitioning to a new career focus, taking a course in a related skill or subject area can be helpful both to a) signal to future employers your seriousness and commitment to transition and b) develop your hard (or soft) skills in support of that ultimate goal.

Gain a Sense of Accomplishment

Whether the focus is on a career- or otherwise life-enhancing skill, the process of learning, dealing with challenges, and getting better at something can feed one’s sense of accomplishment. The process of skills development builds self-confidence, which supports personal growth and enhances one’s overall experience of life.

Develop Your Social Network

Engaging in new learning experiences, whether through one-time workshops or a more intensive course with multiple sessions, brings contact with new people that share an interest. This creates wonderful opportunities to both learn from others and to share what you know with a likely warm audience.

In addition, many job seekers learn about open positions and/or job-related resources through informal networking. Opportunities to learn together with a cohort can enlarge your social network among like-minded people. For those who shudder at the thought of networking as a stressful experience fraught with inauthenticity, engaging in meaningful learning experiences can allow for meeting new people in a more relaxed environment. 

Find Meaning and Purpose in Your Life

Many people who’ve gotten deeply into a practice requiring an intense period of learning will tell you that it demands focus, intention, and commitment to grow skills. Although at times challenging to create space in one’s life for such learning, many later describe a deep sense of fulfillment and purpose that such a commitment can bring to one’s life.

How to Tap into a Lifelong Learning Philosophy

This approach can encompass learning in formal settings like taking classes and workshops or more informal settings, such as volunteering. In a time when household budgets face increased financial pressure, you may wish to start small–a class rather than a whole degree or certificate program.

Try looking at local community college programs and nearby universities or other educational institutions for courses that excite or intrigue you. In my own experience, I have had quality language instruction in local community colleges, and friends have taken courses in a variety of subjects, including coding, graphic design, and podcasting.  

Keep in mind that there are many outlets for your interest. Ask friends with similar interests for recommendations. If you need to expand your reach to more resources, try looking for groups that share your interests on social media or community groups on sites like Meetup.com, which advertise events created by community members and organizers throughout the country. You might also try the remote learning offerings at sites such as Udemy, Udacity, and Coursera.

Check out more Top Articles on HERC Jobs.

About the Author: Shirley Huey, J.D., is a consultant providing research, writing, and strategic development assistance to organizational clients. Her experience includes service on academic and professional hiring, diversity, and professional development committees as well as coaching peers and mentees. She is also a freelance writer, with a focus on her passions: food and culture.

Why You Should Be Mentoring

by

Mid-career higher ed professional mentoring an early-career professional

“Mentor someone else? I need a mentor!”

Are you giving advice to colleagues on how to navigate processes, like how to get your article through the publication and peer review process, how to position yourself for an eventual promotion, how to negotiate for a pay bump or other work benefits, or even how to handle tricky interpersonal situations at work? You may already be mentoring without knowing it.

With so much uncertainty these days, people want guidance and support to navigate the sometimes treacherous waters of the working world. Mentoring, whether formal or informal, can help us paddle through these waters with a little more knowledge and confidence.

Mentoring can also help with mapping out a longer-term career strategy. Indeed, according to the 2022 HERC Job Seeker Survey Report, survey respondents across all age groups agree that “mentorship/supervisory development program” is the top indicator of an employer’s commitment to career advancement.

With everything on your plate, though, why would you take on another task? I recently had the opportunity to chat with Jennifer W. Olmsted, an associate professor in art history at Wayne State University, about her experiences as a mentor and mentee and to get her take on how to answer that question.

The Rewards of Mentoring

Help Others Grow

You have acquired a lot of knowledge in your years of working–probably more than you think. Being a mentor is a way to use that information to help others. “As a mentor, it has been a joyful experience to see my younger colleagues receive tenure and develop strong research programs. Although I take no credit for their successes, seeing other people grow and flourish is deeply meaningful,” said Olmsted.

Make Strategies for Career Progress More Transparent

Talented, smart, and capable people may not always have access and understanding about things not taught formally about how to advance in a particular field or institution. There may be gaps in necessary knowledge for an individual to navigate career progress. This is where a formally assigned mentor can be helpful. As Olmsted noted, mentoring in the tenure-track process can be “critical to offer clarity where administrative processes are involved and to take things step by step.”

Be More Visible at Work

For some, being a mentor can also provide a platform for you to showcase skills in training or teaching what you know to others.

Informal Mentoring at Your Institution

If you interact with students, supervisees, support staff, peer colleagues, you may have been informally providing support and guidance already. You can make a difference by supporting and encouraging colleagues in an informal way. When Olmsted was a junior faculty member, there was no formalized mentoring program in her department, “so I just asked my senior colleagues or my department chair when I had questions about administrative matters or the tenure process.”

One way to provide informal mentoring support is by sharing work experiences when relevant to a student or a more junior colleague. “It’s much easier to understand what a research statement is when you have read your tenured colleague’s statement. Sharing what worked or didn’t work for me (and why) in a given situation can help another person develop their own strategies,” Olmsted said. She also mentioned that “one of the most important thing[s] a senior colleague can do for a junior one is to take the heat for setting a boundary” in the workplace. “[A] younger faculty can say, for example, “my mentor says I must decline this nomination” for a service-heavy committee.”

Informal Mentoring Outside of Your Institution

You can informally mentor people in your field or industry outside of your immediate employer. Mentoring can happen through relationships built through professional associations, outside conferences and workshops, and professional development resources, like classes.

“Outside my university,” Olmsted said, “I’ve been lucky to have informal mentors among senior scholars in my academic field who have generously taught me how to develop sound strategies for research and publication and otherwise navigate the sometimes rocky terrain of academic publishing.”

Formal Mentoring at Your Institution

Check to see if your department or institution has a formal mentoring program that you can join as a mentor. Although grateful for the guidance received from informal mentors in preparing for tenure review, the experience also showed Olmsted how important it is to have at least one formal mentor–a mentor formally assigned to provide information and guidance on the tenure track process.

Her department saw that need and responded by creating a formal mentoring program. Olmsted helped with developing that program as “a member of the committee that created guidelines for a formal departmental mentoring program that assigns a senior faculty member to a junior one (with the approval of both parties). Since then I have mentored two tenure-track faculty through the tenure process as part of that program.”

Check out more Top Articles on HERC Jobs.

Interested in higher ed job opportunities? Explore our job board with over 60,000 job postings and sign up for a free job seeker account.

About the Author: Shirley Huey, J.D., is a consultant providing research, writing, and strategic development assistance to organizational clients. Her experience includes service on academic and professional hiring, diversity, and professional development committees as well as coaching peers and mentees. She is also a freelance writer, with a focus on her passions: food and culture.

Tips for Age-Proofing Your Resume

by

Tips for Age Proofing Your Resume -Older higher ed professional smiling at camera

There may come a time in your career when you’ll feel like your experience and age might be getting in the way of securing new job opportunities. Most employers are trying to find candidates that best meet the needs and requirements of their job openings, but sometimes biases can affect their willingness to invite an otherwise qualified candidate for an interview. Getting past a resume review is a crucial first step to getting in so you can make your pitch to a real person(s) on why you’re right for the role.

Here are some tips to age-proof your resume and help you get your foot in the door:

Remove Graduation Dates

Including your graduation dates makes sense if you are early in your career and starting to build your professional experiences. Otherwise, there really is no need to indicate when you received your degrees – let your experiences speak for themselves.

Make Your Resume ATS-Friendly

When you submit your resume, it’ll most likely be scanned by an Application Tracking System (ATS) before human eyes see it. Because of that, make sure your resume includes keywords from the job posting description. As employers increasingly use these systems to screen resumes, it’s important to customize your resume for each position you apply for.

Update Your Resume’s “Look and Feel”

Refreshing how your resume appears might matter more depending on the type of position you’re seeking. If it does matter, using a modern font type or adding more white space can make a huge difference. From Microsoft Word to Indeed to Canva, there are many available tools and templates that simplify making your resume look contemporary.

Mind Your Contact Info

There’s really no need to list your full address, especially if you’re concerned about privacy. Show your city and state or even just your state (particularly for remote opportunities). As for your email address, don’t list an account with an older email provider, like AOL, Yahoo, or Comcast. Create a Gmail account for communicating with potential employers. Lastly, include a link to your LinkedIn profile – more on that next…

Add Your LinkedIn Profile

Sharing your LinkedIn profile in your contact information section serves multiple purposes – it demonstrates your use of current technology; employers can gauge how active you are by reviewing your profile and activity; and you can feature work examples and recommendations from colleagues that otherwise would not surface until much later in the application process (remember to actually add those to your LinkedIn profile!).

Don’t List All Your Past Jobs

You don’t need to provide an exhaustive list of your past employment. Be selective about what you include– only show job experiences within the last 10-15 years. If you feel odd about not sharing more, you can add a note that additional experience is available upon request.

Showcase Current Technology Skills

Avoid highlighting any outdated skills or skills that are considered ‘basic’, such as typing, internet research, and Microsoft Word. Focus on skills, programs, and certifications that are relevant to the position that you’re trying to secure.

Check out some 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.

So That’s What You Want (2022 HERC Job Seeker Survey Results)

by

Higher ed professional at work desk, smiling

Are job seekers in higher education currently searching for a new job? What would keep employees from leaving their current jobs? Earlier this year, you might have participated in HERC’s annual job seeker survey that aims to understand the experiences of those looking for work in higher education and help higher education employers identify ways they can find and keep staff and faculty.

As employers continue to grapple with the “Great Resignation,” they are faced with filling job vacancies and addressing quickly evolving employee needs. Based on the results of our 2022 HERC Job Seeker Survey, we developed recommendations to help colleges and universities create inclusive and equitable recruitment and retention policies.

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

Who Responded

The survey had 2,061 respondents, who reported these demographics:

  • 79% hold master’s degrees or higher
  • 39% are people of color
  • 17% are individuals with disabilities
  • 3% are veterans
  • 68% identified as women; 28% identified as men; 2% identified as third-gender or non-binary
  • 1% are ages 18 to 21; 34% are 22 to 37; 37% are 38 to 53; and 29% are over 53

58% of survey respondents reported being staff and 31% indicated they are faculty. Some individuals reported being both staff and faculty.

Who’s Looking for New Opportunities

Chart from 2022 HERC Job Seeker Survey Report: Are you currently searching for a new job?

Compared to last year, fewer respondents are actively looking for a new job (56% in 2021 vs. 47% in 2022). With more people refraining from seeking new opportunities, employers should consider shifting some resources to employee retention and raising brand awareness among passive job seekers. Of the 85% of survey respondents that noted they were actively or passively job searching, more than half were not exclusively seeking opportunities in higher education.

What Keeps Employees from Leaving

Chart from 2022 HERC Job Seeker Survey Report: How important are each of the following career aspects and employee benefits to you when searching for employment?

Focusing on a healthy workplace with supportive leadership is key to keeping employees: Healthy workplace culture and supportive leadership were rated as the top two career aspects for both minority & underrepresented and white respondents. For minority & underrepresented job seekers, “acceptance of my background” was rated third, while “work-life satisfaction” was third for white respondents.

Diversity, Equity, and Inclusion (DEI) Matters

Chart from 2022 HERC Job Seeker Survey Report: From your perspective, how important are each of the following indicators of an employer's commitment to diversity, equity, and inclusion?

Diversity and inclusion policies are “somewhat” to “very” important to the majority (81%) of respondents. Demonstrated commitment to diversity, equity, and inclusion in the workplace is important to job seekers. Concrete evidence including salary equity (78%), inclusive workplace culture (72%), and a positive reputation from employees (71%) are the most important DEI factors.

We want to hear from you! Understanding what job seekers need and want is important to our mission to advance diversity, equity, and inclusion in the higher education workforce. Please participate in our monthly quick polls on LinkedIn (follow HERC on LinkedIn) and our annual job seeker survey (the next one will be in early 2023).

JOIN HERC > Do you work at a higher ed institution that’s striving to diversify its workforce and create an inclusive workplace? Our new publication, “2022 HERC Job Seeker Survey Report: Reaching, Attracting, and Keeping Today’s Higher Ed Professional,” is available to HERC members. Learn more about how HERC supports its member institutions in recruiting and retaining talented and diverse employees.

Today’s Diverse Higher Ed Job Seekers Value Healthy Workplace Culture, DEI Policies; Open to Careers in Other Industries

by

SAN FRANCISCO, CA – As employers continue to grapple with the “Great Resignation,” they are faced with filling job vacancies and addressing quickly evolving employee needs. A new report from the Higher Education Recruitment Consortium (HERC) sheds light on today’s higher education job seekers. [The full report is available to HERC members. If you are media interested in accessing the report, please contact Marcia Silva – see info at the bottom.]

The new publication, “2022 HERC Job Seeker Survey Report: Reaching, Attracting, and Keeping Today’s Higher Ed Professional,” shares key takeaways and recommendations for HR, academic affairs, and diversity leaders in developing inclusive and equitable recruitment and retention policies.

“In a job seeker’s market, it’s essential for higher education institutions to understand today’s job seekers so they can evolve their programs and policies to support an inclusive workplace,” said Jessica Wise, HERC Training and Development Director. “This report provides timely information on what job seekers need and value, such as a healthy workplace culture and acceptance of diverse backgrounds and ideas.”

The report delves into how to grow the job candidate pool, appeal to job seekers, and retain employees. Some of the trends identified in our report from last year remain, such as job seekers finding remote jobs attractive, but new data has emerged that could help reshape how higher education institutions conduct their recruitment activities and communicate their offerings right away.

Some highlighted report findings include:

  • Of the 85% of survey respondents that noted they were actively or passively job searching, more than half were not exclusively seeking opportunities in higher education. Another revealing datapoint is that half of all survey respondents reported that they have not worked or are not currently working in higher education.
  • While 74% of survey respondents would “definitely” or “probably” choose a remote job over in-person, there’s also a strong willingness to relocate for the right opportunity across all age groups: 18-37-year-olds are the most likely to say yes to relocating (46%), followed by 38-53-year-olds (42%) then 54+-year-olds (37%).
  • When asked to rate various career aspects and employee benefits, a healthy workplace culture and supportive leadership were top-rated by both minority & underrepresented and white respondents. However, “acceptance of my background” was rated third for minority and underrepresented job seekers, while “work-life satisfaction” was third for white respondents.
  • The majority of respondents (81%) noted that diversity and inclusion policies were important to them. Concrete evidence of salary equity (78%), inclusive workplace culture (72%), and a positive reputation from employees (71%) were rated by respondents as the most important indicators of an employer’s commitment to diversity and inclusion.

“HERC members know that educating people of all backgrounds, beliefs, and cultures takes a diverse academic workforce,” said Ruth Molina, HERC Governance Board Chair. “Our members value our direct job seeker engagement, which gives us access to a wide range of perspectives from prospective and current higher education professionals.”

ABOUT THE HIGHER EDUCATION RECRUITMENT CONSORTIUM: The Higher Education Recruitment Consortium (HERC) is a nonprofit consortium committed to advancing diversity, equity, and inclusion in the higher education workforce. With over 700 colleges, universities, hospitals, research labs, government agencies, and related organizations, HERC works to ensure member institutions are sites of belonging, where all faculty and staff can thrive. HERC provides resources, networking, and outreach programs to attract, hire, and retain a diverse and qualified workforce.

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

Tips for Feeling Connected When Working Remotely

by

Professional working from home, connected to remote team via video conference call

In the wake of the Covid pandemic, many employers continue to offer remote and hybrid work arrangements. We’re also learning that job seekers really want remote and flexible work to be permanent options, so employers must consider these as potential employee offerings for the foreseeable future.

While remote and flexible work have many benefits, setting boundaries and still feeling connected to colleagues are valid concerns. What can you do to ensure that you are putting the right foot forward in your career when working in a remote or hybrid environment? Here are some tips:

Be clear about your availability.

Keep your teammates informed of your work needs and any issues that may come up for you. Let people know when you are available through shared office calendaring apps and systems and keep people posted on any changes. It’s also important to establish boundaries around personal obligations, and evenings and weekends, when possible.

Connect with your teammates informally.

Without constant proximity of physical offices and chance meetings, it can be hard to maintain a personal connection with teammates or people who may not be currently staffed on a project with you. Build time into your meetings or connect in informal chat groups on platforms like Slack to learn about your coworkers and what they are doing when not working.

Find out preferred communication platforms.

While you may not be able to accommodate everyone’s needs, it is helpful to have a sense of communication preferences, especially as they relate to goals and tasks like brainstorming or sharing feedback. As a consultant working with different clients remotely, I connect with them via platforms like Slack, as well as over email, Zoom, or phone.

Be there when you say you’ll be there.

Be present during hours when your employer expects you to be available. If something comes up at the last minute, communicate that to your team. Also, if you know you are most productive outside of regular work hours, talk with your employer about that.

Create a good routine.

On your work-at-home days, while it may be possible to work for 8 hours or more at a time, over the long term, it is not the best approach for health and even productivity. Extended work patterns without breaks can lead to burnout and other health issues. Build breaks into your day. Take walks. Stretch. Remember, you don’t HAVE to eat at your desk.

Schedule one-on-one meetings.

Touch base regularly with colleagues, supervisors, and/or direct reports to ensure that you are on the same page on shared projects. Also, one-on-ones provide a measure of intimacy that can create some space for communication that group meetings can lack.

Roll with the remote connectivity punches.

Connection issues with Zoom or other platforms are always a possibility when working remotely. Be knowledgeable and comfortable with moving over to another platform, like Google Meet, or even jumping on your cellphone.

Check out more Top Articles on HERC Jobs.

About the Author: Shirley Huey, J.D., is a consultant providing research, writing, and strategic development assistance to organizational clients. Her experience includes service on academic and professional hiring, diversity, and professional development committees as well as coaching peers and mentees. She is also a freelance writer, with a focus on her passions: food and culture.

San Diego State University to Serve as the Lead Institution for the Southern California Higher Education Recruitment Consortium

by

San Diego State University building and banner
Photo Source: San Diego State University

SAN DIEGO, CA – San Diego State University (SDSU) will now serve as the lead institution for the Southern California Higher Education Recruitment Consortium (SoCal HERC). 

HERC, which is made up of 700 institutions and agencies, 33 of them in the Southern California region, is dedicated to equity and excellence in higher education, recruitment and retention.

“SDSU is committed to creating a diverse and inclusive campus community through dedicated student support services and expanded recruitment efforts for faculty, staff and students,” said Salvador Hector Ochoa, SDSU Provost and Senior Vice President for Academic Affairs. “This partnership with HERC only strengthens that effort and provides the university the unique opportunity to support the region as a leader in developing a campus community where all are welcome, supported and excelling.”

Prior to moving to SDSU, the SoCal HERC was housed at the University of California, San Diego, where the regional initiative launched in 2003.

“The Southern California Higher Education Recruitment Consortium actively connects California’s diverse workforce to good career opportunities in higher education and helps our Southern California colleges and universities create truly inclusive workplaces,” said Jennifer Park, SDSU Campus Director of Inclusive Recruitment and SoCal HERC Regional Director.

SDSU’s leadership role with the SoCal HERC further strengthens the university’s commitment to creating an inclusive academic community that reflects the diversity of the state of California. As the primary “influencer” of a regional network of individuals and institutions who are committed to building diversity, equity, and inclusion for faculty and staff and students, SDSU is at the center of a community that spans all five counties in Southern California (Central Coast, Los Angeles, Inland Empire, Orange County and San Diego Counties). This community includes more than 30 diverse institutions, universities, research institutes, teaching hospitals, and community colleges. SoCal HERC’s community includes over 450,000 students, 700 regional HERC colleagues and over 6,000 national HERC colleagues.

Ruth Molina, Governance Board Chair of the Higher Education Recruitment Consortium, says of SDSU’s new role as lead institution, “SDSU joins 13 colleges and universities, including University of Washington, Oregon Health & Science University, and Harvard University, that have elevated their commitment to advancing diversity, equity, and inclusion in the higher education workforce by serving as regional lead institutions. Their dedication allows HERC to address regional issues head-on; promote higher ed careers to diverse and talented job seekers; and create a space for individual HERC members to network outside of their institutions or systems. We are excited to work with SDSU in our collective efforts to build a higher education workplace where people from all backgrounds and perspectives can thrive.”  

ABOUT SAN DIEGO STATE UNIVERSITY: San Diego State University is a major public research institution that provides transformative experiences for its more than 36,000 students. SDSU offers bachelor’s degrees in 96 areas, master’s degrees in 84 fields and doctorates in 23 areas, with additional certificates and programs at regional microsites. SDSU ranks as the number 1 California State University in federal research support, as one of the top public research universities in California. In addition to academic offerings at SDSU, SDSU Imperial Valley and SDSU Georgia, SDSU Global Campus offers online training, certificates and degrees in areas of study designed to meet the needs of students everywhere. Students participate in transformational research, international experiences, sustainability and entrepreneurship initiatives, internships and mentoring, and a broad range of student life and leadership opportunities. SDSU is committed to inclusive excellence and is known for its efforts in advancing diversity and inclusion. SDSU is nationally recognized for its study abroad initiatives, veterans’ programs and support of LGBTQA+ students, as well as its powerhouse Division I Athletics Program. More than 50% of SDSU’s undergraduate and graduate students are students of color. The university resides on Kumeyaay land and was most recently recognized as an Asian American Native American Pacific Islander-Serving Institution (AANAPISI). SDSU is also a long-standing Hispanic-Serving Institution (HSI). The university’s rich campus life and location offers opportunities for students to lead and engage with the creative and performing arts, career and internship opportunities with SDSU’s more than 491,000 living alumni, and the vibrant cultural life of the greater San Diego and U.S.- Mexico region.

ABOUT THE HIGHER EDUCATION RECRUITMENT CONSORTIUM: The Higher Education Recruitment Consortium (HERC) is a nonprofit consortium committed to advancing diversity, equity, and inclusion in the higher education workforce. With over 700 colleges, universities, hospitals, research labs, government agencies, and related organizations, HERC works to ensure member institutions are sites of belonging, where all faculty and staff can thrive. HERC provides resources, networking, and outreach programs to attract, hire, and retain a diverse and qualified workforce.

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

Find it Fast

Join HERC
HERConnect (Member Login)