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Tips for Age-Proofing Your Resume

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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)

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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

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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

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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

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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

How to Be a Better Listener for Career Success

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Professional looking at laptop screen and listening during a virtual conference call on laptop.

According to a 2019 survey of education hiring managers and HR professionals, the most in-demand skill from employers is a “soft skill” – listening. Despite this, so many continue to work with colleagues that could benefit greatly from improving their listening skills.

Some examples include:

  • The supervisor that talks a mile a minute without waiting to see if what they are saying is understood.
  • The teammate whose listening skills only seem to apply to those in senior roles and not to peers at the same seniority level.
  • The folks who only seem to listen so that they can get their opinion in, not to engage with others at the discussion table.
  • The “interrupter” who talks over others.

What can you do to sharpen your listening skills? Here are 7 suggestions for things you can work on.

1. Put the phones and laptops down.

People feel more heard and respected when you are not distracted by screens and give them your full attention.

2. Repeat what was said and paraphrase your understanding.

Paraphrasing what was said contributes to the speaker feeling heard and keeps the conversation on track with what was presented. Doing this also helps to reinforce that you have integrated what was presented. The speaker will know if any clarification is needed.

3. Pay attention to, and use, physical and nonverbal cues.

Body language can have an impact on both your understanding and the speaker’s impression of how well you are paying attention. For example, nodding as a response to the speaker’s statements if you agree (or shaking your head if you disagree) and maintaining eye contact help demonstrate that you are absorbing information.

4. Ask questions.

Raising questions ensures that the speaker feels understood as well as helps ensure you get the clarification needed for a full understanding of what was said.

5. When you agree, say so.

Nodding in agreement helps a speaker feel heard, for sure. But nothing reinforces that you’ve heard what they’ve said like an actual verbal statement, like “I agree with everything you’ve said” or “you’re right!”

6. Don’t anticipate what you think will be said.

Listen for what the speaker is saying, not to anticipate what your response to it will be.

7. Don’t be afraid to ask the speaker to repeat.

If you missed something that was said, apologize for the failure in attention and ask the speaker if they can repeat it. 

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: 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

Reconnect With Your “Why” To Figure Out What’s Next

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Tired professional doign work on laptop.

When you wake up each day, are you excited to get to work? Are you motivated to perform your tasks well? If you didn’t answer a wholehearted “yes!” to those questions, don’t fret. You are not alone. 

In a time of great economic and workplace upheaval, where staffing shortages are frequent and many have chosen to join “The Great Resignation,” people are asking themselves hard questions about what they want from their jobs and careers.

Staff in many organizations have been asked to take on more responsibilities. Many feel overwhelmed, stressed out, and overburdened at work. Others feel a bit lost in their career direction. Still others feel that their work goes unappreciated and struggle for their contributions to be seen.

Kuukua Yomekpe, a former university academic advisor now chef/entrepreneur who cooks and gives lessons on West African traditional foods, spoke of working in a department down several staff whose roles went unfilled for an indefinite period of time: “I realized that I had a choice. I had bills to pay, so it was a hard, difficult choice, but my mental health was impacted. Sometimes [making the hard choice to leave a job], it’s what you have to do.”  

If you are feeling frustrated with your work responsibilities and finding less enjoyment at work, here are some strategies to help you move forward, assess where you are currently, and identify where you would like to see your career going. 

Clean Out Your Workspace 

What does cleanliness or organization have to do with work satisfaction? Research shows that decluttering supports a feeling of calm and decreases anxiety. Creating an organized and tidy workspace (and, in this time of working from home, living space) can be one step towards getting to mental clarity. 

Examine Your Values

Identify what the underlying values are that led you to your current job, role, and responsibilities. Take some time to reflect on where you are in your career and whether what you are doing now aligns with the values you identified then. If there’s a disconnect and you have a hard time answering that question, challenge yourself and ask further questions. How did you get here? Remember, this exercise is about YOUR values, not the next person’s. Getting a promotion may be your goal for this year, or perhaps carving out more time to spend with your loved ones. What is important is figuring out what YOU value, then how well your current work lines up with that. Once you find that answer, you will have your starting point to figure out what should come next. 

Get in Touch With Your Strengths 

Consider what you and others have said are your strengths. Ask your friends and colleagues what they consider to be your strengths. Are you tapping into those strengths in your current role? 

Assess Your Tasks

Are you doing things you enjoy? We all need a certain amount of satisfaction in our lives, to engage in activities that bring us happiness and lead to a sense of fulfillment. What are the activities that bring you joy? In assessing your work, ask yourself are you engaging in activities or tasks that you enjoy? Are you practicing skills that emphasize your strengths? Are you doing work that challenges you in the ways that you seek to be challenged? Are you learning and growing in your role? If the answer is no, see what you can do to introduce these activities into your life whether at work or in volunteer or other spaces.

Identify What You Want

Define what “success” means to you in terms that are meaningful and achievable, whether it’s salary, title, flexibility, influence, or whatever measure you seek. Remember if you define success in ways that are unrealistic or perfection-based, you may set yourself up for additional anxiety, stress, and unhappiness. Be compassionate to yourself. Remember that success means different things to different people. 

Be Flexible

Remember that purpose can change over time. What gets you revved up and excited in your work life at one stage of your life might be different at another stage. Revise your goals and intentions accordingly. A friend who is a successful full-time professional and a mother of two young children recently compared her life to younger, single, childless women, wistfully remembering what that was like. I reminded her that she explicitly chooses to dedicate more time to her family, prioritizing that over attendance at professional networking or social events. Reframing that as a choice helped her reconnect with a sense of success – that she WAS meeting her life goals and purpose. 

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: 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.

From Military Life to Campus Life: How Veterans Can Ease into a Higher Ed Career

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Portrait of higher ed professional, former veteran
Headshot of Wayne Hutchison

Wayne Hutchison is the Managing Director of the Full-Time MBA Program at the Broad College of Business at Michigan State University. Before that, he served in U.S. Air Force from 1997-2018, earning the rank of Major. 

A veteran’s transition to civilian life, specifically a job in higher education, isn’t always smooth. Wayne Hutchison shares advice in making a career change from the military to higher education, including how to ease the transition to civilian life and what to expect from a higher ed institution.

What To Look For When Applying

When military members move to a new installation, they frequently are paired with a sponsor or mentor that will help onboard and educate them. Ideally, a higher ed institution would also be able to connect you with a veteran sponsor that is currently on staff, especially in places that traditionally have a high military or national guard population.

Sometimes it can be difficult to locate a veteran sponsor, so you should also consider connecting with mentors in career fields you are interested in.

“I realized in this day and age there are so many resources to make that connection technologically,” Hutchison said. “But you cannot replace or devalue what it means to have the human factor, and if you have a vet that can have that conversation with.”

If a mentoring or sponsor program isn’t available at the school that you’re looking at, there are also federal, state, and local agencies that have mental, medical, and support resources for veterans and their families.

The transitions a family can also go through are significant, and the needs that a family will require are diverse. Even if you have difficulties in connecting to individuals with firsthand military experiences, many support resources across the country that can help a military family in transition exist.

Adjusting to a New Workplace Culture

There are many aspects of a higher ed workplace that will feel familiar to veterans. In both environments, you are working with large groups of people on a deadline for a common cause. But there are differences that aren’t necessarily better or worse, but do require an adjustment.

While the military presents a linear chain of command where it’s clear how decisions will get made, a higher ed workplace may require decision making by consensus or crowdsourcing.

In military service, a diverse group of individuals goes through similar training and development, with a common connection based on the work they do, to create a strong collective. In the higher education environment, military veterans can find challenges in connecting professionally with others that do not share their experiences.  

The speed at which you operate may also be an adjustment, since many of the tasks you complete in a workday may not be emergency-related or high-stakes in nature.

One thing that helps is to never refuse training and always be on the lookout for educational opportunities to prepare for new roles. Hutchison has said yes every time he’s asked to be on a committee or consider taking a workshop. It’s another example of how the ethos he developed in military service has helped him sustain a second career. He also pursued his Ph.D., a six-year odyssey that has prepared him to advance in his career in higher education administration.

“For veterans looking to transition into roles in higher education, know that it can be a very rewarding experience, with several opportunities to leverage skills and expertise honed during your military service,” Hutchison said. “Advance planning and research, paired with a willingness to adapt to available roles, will help set you up for success. After you make the transition, continue to look for opportunities to serve the institution while identifying areas for personal growth.”

Check out Top Articles on HERC Jobs.

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

About the Author: 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.

Identifying and Managing Workplace Culture

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Historically, workplace culture has been an excuse to invalidate applicants based on implicit biases because it was both incorrectly prioritized and evaluated. The evaluation of applicants for their culture fit can be such a threat to underrepresented groups that they may “edit their CVs to take out their culture, anything that resembles it, so that they are more likely to get some interviews.”

Workplace culture is the compilation of behaviors that reflect the underlying values of employees, including their attitudes toward work, communication and interaction habits, values, and commitments. Cultural fit describes the concept of screening an applicant’s values, beliefs, and behaviors to evaluate whether they match that of the workplace. While workplace culture and cultural fit have been misused as scapegoats for implicit biases, they are helpful concepts in principle.

Based on those definitions, here are some tips to evaluate workplace cultures for compatibility and learn how to manage workplaces that aren’t compatible.

Evaluating Workplace Culture During Interviews

Ideally, the culture of the physical workplace should match the values and beliefs described in their job posting and recruiting materials. Unfortunately, that’s rarely the case. Beforehand, decide what you care about most and what your values are. For example, what is your ideal working environment? How do you prefer to communicate? Do you work better independently or collaboratively?

During the interview, the best-case scenario is to see the workplace in real-time, preferably at mid-day and either early morning or late evening to see if long work hours are a part of the culture. After you’ve had a chance to observe, ask yourself what your initial thoughts were. Were your initial thoughts negative or positive? Did the workplace feel comfortable, aseptic, or chaotic?

There are also a lot of questions that you can ask of your potential employer during the interview. Along with asking questions to evaluate the needs and values you previously identified, some of the best interview questions for cultural fit include:

  • how the company engages and supports employees,
  • how the company deals with conflict and politics, and
  • what the day-to-day work environment is like.

Leadership development expert Mikaela Kiner encourages you to keep in mind that every organization and/or department has “a unique value system, approach to conflicts and internal politics, and working environment. If someone tells you otherwise, be suspicious!”

In the event you find a workplace where the culture seems to fit but you suspect that implicit biases are at play and/or it isn’t obvious that you’ll be a good fit, it may be possible to preempt the potential employer’s conclusion. When Gustavo Razzetti felt he was in this situation, “he would pitch himself as a wildcard, [saying] ‘If you’re looking for someone to keep steering the ship in this direction, that’s not me. I’ll shake things up and make a change.’”

Managing an Incompatible Workplace Culture

Workplace culture can be difficult to assess on the fly. Ideally, your values and beliefs match those of your employer, but those can be easily distorted by apathetic or overly zealous co-workers. If you’ve found yourself in a situation where the workplace culture doesn’t seem compatible, Laura Hamill, Chief People Officer and Chief Science Officer at Limeade encourages you to ask yourself if you’re “uncomfortable because you disagree with the culture or because it’s challenging? The latter could actually make for an incredible growth opportunity—but it does require you to be open and resilient.”

If that isn’t the case, then you’re likely to consider finding a new employer ASAP. Because that takes time, or you may not have that option, there are ways to try mitigating the effects of a negative work environment. If you feel lonely and/or lack a connection with your co-workers, try reaching out to employer-sponsored groups (e.g., women’s, biking, or music groups). Forming a connection with co-workers and/or taking some space from the office by improving your work-life balance can help you cope with a less than ideal workplace culture and its consequent dynamics.

About the Author:  Dr. Ada Hagan is a microbiologist with a passion for making science accessible. In 2019, Dr. Hagan founded Alliance SciComm & Consulting, LLC as a means to use her strong background in communications and higher education to help make scientific concepts more easily understood and make the academy more inclusive to future scientists from all backgrounds. Her writing and research have been featured by BBC Radio 4, Science Careers, The Scientist, Massive Science, and the American Society for Microbiology.

How Veterans Can Make the Change to Higher Ed

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Veteran higher education professional sitting at work desk with laptop

Wayne Hutchison is the Managing Director of the Full-Time MBA Program at the Broad College of Business at Michigan State University. Before that, he served in U.S. Air Force from 1997-2018, earning the rank of Major. 

In March 2020, when Michigan State University began closing down due to COVID-19, Wayne Hutchison remembered his military training, and systematically went door-to-door in his building to ensure students safely went home to await further instructions from the university on how classes would resume.

“My response to emergencies is still very much present,” Hutchison said. “It just doesn’t come out as much.”

When it came to a COVID response, there was a direct connection with Hutchison’s prior military service. But the transition to civilian life, and specifically a job in higher education, wasn’t always as smooth.

Here is how Hutchison was able to make the change from the military to higher ed:

Find a Rewarding Second Career

Hutchison’s father, Martin, served in the Air Force for 26 years, and Wayne knew by the time he was 8 he wanted to be a military officer. What he never thought about growing up was what an eventual transition to civilian life would look like.

Through significant self-reflection and the help of some amazing people, he was able to make a great transition to a second career in higher education.

Hutchison advises veterans who are the least bit curious about transitioning to higher ed to ask for help.

“Sometimes this can be challenging,” Hutchison said. “We are trained in many instances to really use the resources we have available for maximum effect and sometimes that people might think they shouldn’t or they can’t ask for help. I would encourage every veteran who is looking to transition or it’s just looking for a growth opportunity to ask for that support, and it will be there.”

He suggests finding someone who is doing the job that you might be interested in, and call or write to ask for 15 minutes of their time. Explain that you’re a veteran in transition and you’d like to talk to them about their experiences, and whether or not your skills would be a good fit. Hutchison has tried this many times and never had a bad experience.

“I have never been turned away,” Hutchison. “I find that folks are very willing to give help and support if asked. In many instances, veterans look at things outside our military service as vague or ambiguous, and sometimes it’s hard to really find that footing. One easy way to find that footing is just to connect to something you find interesting and just ask.”

Don’t Expect a Quick Transition

The process from deciding he was going to hang up his uniform to working in higher ed took Hutchison about 30 months. He started taking interviews in corporate America, did professional journey mapping, and talked to people at Michigan State, where he was an Air Force ROTC training instructor for his final four years of military service.

He had the same questions most veterans would have – how would his experience translate to a new setting? Would he need to learn new skills?

“I really remember that initial anxiety,” Hutchison said. “Okay, you’re going to give up this thing you’ve done your whole professional life, and for what exactly? I knew I wanted a personally meaningful second career but was not immediately sure of what that looked like. I think many veterans could feel that way.”

A crucial step was to plan early. Hutchison spent a year working on his resume, taking out acronyms that a civilian wouldn’t understand and removing information that was potentially confidential before it was ready to be sent out.

One key instrument of his journey was that he relied extensively on a career consultant to shape his resume and make the connections between military experience and civilian positions. He also took advantage of his spouse Jaimie, a professional career coach, who tailored his resume to his career goals and conducted mock interviews.

Check out Top Articles on HERC Jobs.

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

About the Author: 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.

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