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Career Growth: Moving Up Without Moving On

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For many professionals, career growth is often framed as a major leap. A new institution, a new employer, or a fresh start elsewhere is usually seen as the primary path forward. While external moves can absolutely be valuable, they are not the only way to grow. Some of the most meaningful and sustainable career development can happen without ever leaving your current institution.

Whether you are motivated by stability, benefits, mission alignment, geographic limits, or health and life circumstances, staying put does not mean standing still. Career growth can take many forms, and institutions often offer more opportunities than we realize once we expand how we define progress.

Redefining What Career Growth Really Means

Career growth is often equated with promotions, new titles, and higher salaries. While those markers matter, they are not the full picture. Growth can also look like gaining new skills, increasing autonomy, expanding influence, or doing work that feels more aligned with your values and strengths.

Institutions, particularly in higher education and mission-driven organizations, tend to value institutional knowledge, collaboration, and adaptability. Employees who understand how systems connect and who can move comfortably across departments often become indispensable. When growth is defined only by upward movement, these forms of development are easy to overlook. Reframing growth as progress toward the kind of work and impact you want to make opens more realistic and accessible options.

Lateral Moves That Build Long-Term Momentum

Lateral moves are one of the most underestimated forms of career growth. Moving into a role at the same level but in a different department or functional area can significantly expand your skill set and professional network.

For example, transitioning from academic affairs to student services, or from operations to compliance or assessment, can deepen your understanding of how the institution functions. These moves build credibility and visibility while positioning you for future leadership roles that require cross-functional knowledge.

Lateral growth is sometimes dismissed as a lack of ambition, but in reality, it is often a strategic investment. Professionals who have worked across units are better prepared for complex roles later and are frequently considered strong internal candidates when higher-level positions open.

Expanding Your Role Without Changing Your Title

Not all growth requires a formal role change. Many professionals expand their responsibilities within their existing position in ways that meaningfully shape their career trajectory.

This can include taking on special projects, leading pilot initiatives, serving on committees, or becoming the point person for a specific process or skill. Over time, this kind of work builds leadership experience and subject-matter expertise, even if your title remains the same.

The key is to be intentional. Rather than saying yes to everything, focus on opportunities that align with where you want to go next. Document this work carefully and translate it into outcomes and skills during performance reviews or when applying for internal roles. Titles matter, but demonstrated impact often matters more.

Skill-Based Growth Opportunities Inside Your Institution

Many institutions offer professional development resources that are underused or overlooked. These might include internal leadership programs, technical training, certifications, memberships, or tuition benefits that allow employees to pursue additional education.

Beyond formal offerings, informal learning can be just as powerful. Job shadowing, cross-training with colleagues, or collaborating closely with another department can help you build skills without changing roles.

Skill-based growth increases internal mobility by making you eligible for a broader range of positions. Skills such as data analysis, assessment, budgeting, compliance, instructional design, project management, and equity-focused work are especially valuable across departments. Developing these competencies can quietly open doors long before a new job posting appears.

Increasing Influence and Visibility Without a Promotion

Influence is a form of career capital that often precedes formal advancement. Increasing your visibility and impact does not require a new title, but it does require consistency and strategic engagement.

Mentorship is a powerful avenue, both for mentees and for mentors. Participating in institution-wide initiatives, representing your department on task forces, or presenting on successful projects can also raise your profile.

Over time, people begin to associate you with reliability, innovation, or problem-solving. This reputation can lead to invitations, opportunities, and internal recommendations that are not advertised publicly. Influence builds slowly, but it compounds in meaningful ways.

Advocating for Growth Where You Are

Growth within an institution rarely happens without some level of advocacy. Waiting for opportunities to appear can lead to stagnation, even in supportive environments.

Productive conversations with supervisors focus on alignment. Framing your growth as beneficial to both you and the institution makes it easier to support your requests. This might include requesting adjusted responsibilities, professional development funding, leadership opportunities, or clarity on future pathways.

These conversations do not need to be confrontational or overly formal. They are most effective when grounded in shared goals and realistic expectations. Even when immediate changes are not possible, these discussions plant seeds for future movement.

Staying Can Be a Strategy, Not a Setback

Choosing to stay at your current institution is not a failure of ambition. In many cases, it is a thoughtful and strategic decision. Growth does not always require starting over, and leaving is not the only path forward.

By broadening how you define career progress and paying closer attention to internal opportunities, you may find your institution offers more room to grow than you expected. With intention, curiosity, and advocacy, staying can be an active career strategy that supports both your professional goals and your long-term well-being.

Check out Top Articles on HERC Jobs.

About the Author: Shelby Harris is a freelance writer and public sociologist. She holds a master’s degree in Sociology from East Carolina University.

Decoding the Search Committee Experience

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If you’ve ever applied for a search committee-led academic job and wondered, “What on earth is happening on the other side of this portal?” you’re not alone. Every year, thousands of candidates submit carefully polished applications that go to a nameless, faceless group of people participating in a search process that feels opaque, slow, and full of secret rules. And honestly? A lot of the search committee process is hidden from applicants’ view. But it helps to remember that the people running those searches are just busy humans inside complex institutions doing their best to make big decisions with limited time and real constraints (source).

Let’s walk through how committees actually work, how consensus forms, and how to read between the lines in a way that aligns your understanding with the practicalities of the search committee process and positions you for maximum clarity and confidence.

1. Committees aren’t judging you; they’re solving a puzzle.

Search committees are often balancing multiple (and sometimes competing) needs:

  • The department’s long-term vision
  • Internal politics they can’t say out loud
  • Student and institutional priorities
  • Budget constraints
  • Workload gaps that need filling right now
  • A desire to hire someone who will thrive, not struggle

Many candidates imagine a committee evaluating each application like a report card. That’s partly true during the first cut. But once you’ve made the shortlist, the conversation shifts. Committees begin asking: What would our department look like with this person in it? That’s when your materials get discussed in terms of “fit” and “trajectory” more than checklist qualifications and scorecard grading.

What this means for you:
Tell a clear, compelling story. Your research, teaching, and service should add up to a sense of who you are in the ecosystem, not a list of disconnected achievements.

2. The first cut is painfully fast.

Most committees start with 80 to 250 applicants, and they have to filter down to around ten (source). They can’t read every line with full attention. Instead, members scroll, skim, and mentally tag applications based on pre-agreed criteria:

  • Does the research area match the posted need?
  • Is the candidate’s training aligned with departmental strengths?
  • Is the CV coherent?
  • Does the cover letter tell a story that matches the job?

This first pass is often 10–20 seconds per application. It’s not fair, but it’s real.

What this means for you:
Front-load clarity. The first paragraph of your cover letter should make the committee’s job ridiculously easy: “Here’s who I am, here’s why I fit your needs, and here’s the focus of my work.”

3. Consensus is built through narrative, not votes.

Once the shortlist starts forming, committees don’t simply tally scores. They talk. A lot. Individual members become advocates—“champions”—for candidates they believe in. The strongest candidates rise not because everyone immediately agrees, but because someone helps connect the dots:

  • How you complement existing faculty
  • How you fill a curricular gap
  • How your perspective strengthens the department
  • How your research adds dimension to institutional priorities

The meeting often sounds like:
“I know they look junior, but their trajectory is exciting.”
“Their teaching statement is unusually thoughtful.”
“They bring something we don’t already have.”

What this means for you:
Give your future champion ammunition. Your materials should contain two to three sharp, memorable ideas that someone can repeat to the room without needing notes.

4. “Fit” is real, but not mystical.

Fit isn’t code for perfection or prestige. It’s shorthand for: Will this person make our actual day-to-day working lives better and more sustainable?

That includes:

  • Are you collegial?
  • Do your research interests open doors for collaboration, not turf wars?
  • Will students respond well to your teaching?
  • Do you understand the realities of the institution?
  • Will you stay long enough for the department to invest in you?

Committees are imagining the hallway conversations, the shared governance meetings, the advising load, the mentoring moments.

What this means for you:
Signal your humanity. Don’t write like you’re applying from a marble pedestal. Show genuine curiosity about the department and sincerity about the community you’d be joining.

5. You can read between the lines, really.

Academic job ads tell the truth… but they also reveal subtext. Here’s how to decode:

If the ad mentions “ability to teach introductory courses.”
They’re understaffed. Highlight versatility.

If the ad emphasizes “commitment to inclusion.”
They mean it. Show depth, not buzzwords. Share what you’ve learned, not what you’ve memorized.

If the ad mentions “interdisciplinary collaboration.”
They have silos that aren’t talking. Position your work as connective tissue, not a disruption.

If the ad focuses heavily on “active research agenda.”
They’re trying to increase scholarly output (for rankings, accreditation, or grants). Demonstrate momentum.

If the ad repeats “student-centered” three different ways
Teaching quality is under scrutiny. Make your pedagogy vivid and grounded.

6. The campus visit is the final chapter of a story you’ve already written.

By the time you’re invited, the committee already likes you. The visit is about confirming three things:

  1. Are you the colleague they imagine?
  2. Do you teach in a way that fits the students they actually have?
  3. Will you thrive here without burning out or becoming isolated?

They’re looking for alignment, warmth, curiosity, and signs that you know how to navigate imperfect institutions.

What this means for you:
Don’t perform. Show up as the version of yourself who thrives in conversation, listens actively, and asks genuine questions.

7. Rejection doesn’t mean you weren’t amazing.

Committees decline brilliant people every year. Sometimes the department’s needs shift mid-search. Sometimes internal politics override preferences. Sometimes a surprise internal candidate appears. Sometimes the final decision comes down to one impossible-to-predict moment during the campus visit.

Your worth is not measured by a search’s outcome. These processes are messy, subjective, and deeply human.

Closing thoughts

Academic hiring doesn’t have to feel like a fortress full of invisible rules. Once you understand how committees really operate (under pressure, in conversation, and guided by overlapping priorities), you can shape your materials in a way that meets them where they are.

Think of your application not as a test but as a guided tour of your world: your ideas, your teaching, your values, your arc. Show them the version of you that’s already ready to join a community, contribute to its growth, and build something meaningful over time.

If there’s one thing committees wish candidates knew, it’s this: They’re rooting for you more than you think.

heck out more Top Articles on HERC Jobs.

About the Author: Deepthi Welaratna is a strategic designer and founder of Tiny Little Cosmos, a studio that helps individuals and organizations navigate moments of change with clarity and creativity. Deepthi has led workforce and leadership initiatives with universities, nonprofits, and companies, including Parsons ELab at The New School, the University of Toronto, The Knowledge House, Google, and the Center for Global Policy Solutions.

HERC Jobs Launches New Higher Ed Careers Podcast

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Text: NOW STREAMING: HERC Jobs Podcast Let's Talk Higher Ed Careers

San Francisco, CA – HERC Jobs, managed by the Higher Education Recruitment Consortium (HERC), today announced the launch of Let’s Talk Higher Ed Careers, a new video podcast designed to support job seekers and professionals navigating careers in higher education.

Featuring candid conversations with higher education professionals, career coaches, and human resource leaders, the podcast shines a light on the wide range of campus roles, shares practical strategies for career growth, and offers expert guidance on navigating today’s higher education job market. New episodes will be released biweekly on the HERC Jobs YouTube Channel.

“We’re excited to share first-person stories and insights about careers in higher education, particularly for those job seekers who are new to the field or exploring new roles,” said Jessica Wise, HERC Co-Executive Director and Director of Programs. “Our goal is to empower job seekers from all backgrounds to explore, launch, and thrive in a higher education career.”

The launch comes at an important time for the higher education workforce. Ongoing policy and budget uncertainty has slowed hiring across many sectors, including higher education, increased competition for available roles, and contributed to a challenging job search landscape. According to the 2025 HERC Higher Education Workforce Survey, 51% of respondents report exploring opportunities across multiple industries, including higher education, underscoring both the pressures facing job seekers and the evolving talent landscape for institutions.

“While colleges and universities are competing in a broader labor market, the data shows that interest in higher education careers remains strong,” said Jennifer O’Neill, HERC Program Manager. “Institutions that clearly articulate their mission, workplace culture, and opportunities for growth are well positioned to attract talent from this increasingly flexible workforce.”

Let’s Talk Higher Ed Careers is part of HERC Jobs’ ongoing commitment to expanding access to career information and resources that support a multi-faceted, informed, and engaged higher education workforce.

ABOUT THE HIGHER EDUCATION RECRUITMENT CONSORTIUM: The Higher Education Recruitment Consortium (HERC) is a nonprofit consortium committed to improving higher education recruitment practices and workplace culture to strengthen our institutions and serve our communities. 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 qualified, multi-faceted workforce. HERC also helps job seekers find, apply for, and succeed in higher education careers through its website, HERC Jobs.

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

Ask a Recruiter: Sonya Ponder, Princeton University

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Text: HERC Jobs Podcast: Let's Talk Higher Ed Careers

Learn how to start or grow your career in higher education with insights from professionals, career coaches, and HR experts. The newly launched Let’s Talk Higher Ed Careers podcast, produced by HERC Jobs, explores a variety of campus roles beyond teaching, career growth strategies, and tips for navigating the higher ed job market. Whether you’re new to the field or ready to move up, each episode shares real stories and practical steps to help you align your goals, discover opportunities, and succeed in a fulfilling higher ed career. New episodes drop every two weeks on our YouTube Channel.

In this episode, host Jessica Wise sits down with Sonya Ponder, Diversity, Equity, and Inclusion Talent Acquisition Manager at Princeton University, to unpack how higher ed institutions recruit, evaluate, and support talent. Sonya shares practical advice for job seekers, from tailoring your resume and writing mission-driven cover letters to navigating career pivots into higher education. She explains why relationship-building, communication skills, and adaptability matter just as much as technical expertise, and how universities function like “small cities” with career paths far beyond faculty roles.

Watch this “Ask a Recruiter” episode on YouTube and tell us what resonated most in the comments. While you’re there, subscribe to our video podcast series so you never miss a conversation.

The Skills Higher Ed Professionals Need Now

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Higher education workforce skills: Colleagues review and discuss data and information on a whiteboard

Higher education workforce skills are undergoing a significant transformation. Shifting enrollment patterns, rapid technological change, increased accountability, and growing expectations for student support have reshaped what it means to work in this sector. While subject-matter expertise and formal credentials remain essential, they are no longer enough on their own. Today’s higher education workforce must also bring a set of adaptable, transferable skills that support institutional effectiveness and student success in an increasingly complex environment.

Across teaching, administration, and student services, a new skills framework is emerging. These competencies help professionals navigate uncertainty, collaborate across roles, and respond thoughtfully to data, technology, and change.

Data Literacy: Turning Information into Insight

Data literacy has become a foundational skill in higher education. Institutions collect vast amounts of data related to enrollment, retention, completion, learning outcomes, and operational efficiency. However, the value of data lies not in its volume, but in how effectively it is interpreted and applied.

For higher education professionals, data literacy does not require advanced statistical training. Instead, it involves understanding what data is available, asking meaningful questions, and using information to inform decisions. Academic advisors may analyze student progress indicators to identify intervention points. Administrators may review enrollment trends to guide recruitment strategies. Faculty may examine assessment data to improve course design.

Equally important is the ability to communicate findings clearly. Higher ed professionals must translate data-driven insights into language that resonates with colleagues, leadership, and external stakeholders. As data becomes more central to institutional decision-making, professionals who can confidently interpret and contextualize information are increasingly valuable.

Digital Agility: Learning, Unlearning, and Relearning Tools

Technology has reshaped nearly every aspect of work in higher education. Learning management systems, customer relationship management platforms, virtual meeting tools, and emerging artificial intelligence applications are now embedded in daily operations. In this environment, digital agility matters more than mastery of any single platform.

Digital agility refers to the ability to quickly learn new tools, adapt workflows, and remain open to ongoing change. Systems evolve, software is replaced, and institutional priorities shift. Professionals who are comfortable experimenting, troubleshooting, and seeking out training are better positioned to keep pace.

This skill also supports collaboration across hybrid and remote work environments. Clear communication, shared digital spaces, and virtual project management have become standard. Digital agility allows higher education staff and faculty to remain effective regardless of location or modality, supporting both internal teams and students.

Cross-Functional Communication and Collaboration

Higher education institutions have traditionally operated in silos, with distinct boundaries between academic affairs, student services, enrollment management, and administration. Today’s challenges increasingly require cross-functional solutions.

Effective collaboration depends on strong communication skills. Professionals must be able to explain their work to colleagues with different backgrounds, priorities, and expertise. This includes translating discipline-specific language, aligning goals, and managing shared projects.

Written communication is especially critical. Emails, reports, policy, documents, and training materials shape institutional operations and culture. Clear, accessible writing helps reduce confusion, build trust, and advance initiatives. In an era of limited resources, the ability to collaborate efficiently across roles is essential to institutional resilience.

Equity-Minded and Student-Centered Practice

Equity and student success are no longer peripheral concerns in higher education. They are central to institutional missions and public accountability. As a result, equity-minded practice has become a core professional skill.

This involves understanding how policies, systems, and practices affect students differently based on their backgrounds and experiences. Equity-minded professionals consider access, inclusion, and belonging when designing programs, delivering services, or making decisions.

Student-centered work also requires empathy and cultural competence. Higher education professionals interact with students navigating academic pressure, financial stress, mental health challenges, and complex life responsibilities. The ability to listen, respond thoughtfully, and connect students with appropriate resources is critical across roles, not only in student services.

Change Management and Problem-Solving

Few sectors experience change as consistently as higher education. Policy shifts, funding fluctuations, leadership transitions, and demographic trends all shape institutional priorities. Professionals must be able to function effectively in environments marked by uncertainty.

Change management skills include adaptability, critical thinking, and a solution-oriented mindset. Rather than resisting change, effective professionals assess new circumstances, identify opportunities, and contribute to constructive responses. This may involve redesigning processes, piloting new initiatives, or supporting colleagues through transitions.

Problem-solving also requires resilience. Higher education work can be demanding, particularly during periods of disruption. Professionals who can remain flexible, manage stress, and focus on long-term goals are better equipped to sustain meaningful careers in the field.

Preparing for the Future of Higher Ed Work

The future of higher education will continue to demand more from its workforce. Data literacy, digital agility, collaboration, equity-minded practice, and adaptability are no longer optional skills. They are essential competencies that cut across roles and career paths. 

Check out Top Articles on HERC Jobs.

About the Author: Shelby Harris is a freelance writer and public sociologist. She holds a master’s degree in Sociology from East Carolina University.

Reframing Rejection with Design Thinking: From No to Next Step

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If you’ve been sending out applications that disappear into silence, you’re not alone. More importantly, it doesn’t mean you’re doing anything wrong. Long application processes, multiple stakeholders, and fierce competition can make applying for roles in academia or higher education feel like a marathon.

One helpful way to navigate this landscape is to borrow a mindset from design thinking. If you think like a designer, a “failure” isn’t a dead end; it’s part of an iterative process that helps you understand your environment, refine your approach, and move closer to a better solution. When you apply that lens to your career search, each “no,” or even the absence of a response, becomes information you can use. Instead of an endpoint, rejection becomes a data point that helps shape your next move with more clarity and intention.

The following process uses a design thinking lens to help you transform rejection into momentum, giving you practical steps to iterate, grow, and move closer to the roles that genuinely fit.

1. Separate Yourself from the Outcome and Turn On Your Curiosity

Why it matters: Hiring decisions are influenced by many factors beyond your control, from departmental priorities to timing. A rejection rarely reflects your abilities.

Action step: Keep a rejection journal. Each time you receive a no, jot down any initial feelings of frustration, and then list the factors you know influenced the decision. Then, get curious. Think about what else might have influenced the decision and whether each factor is inside or outside of your control. Over time, you’ll start noticing themes, much like a designer spotting patterns during research, and develop a deeper understanding of the hiring process.

2. Treat Rejection as Feedback

Why it matters: Even when feedback isn’t explicitly offered, a rejection can highlight areas for growth in your CV, cover letter, or interview approach.

Action step: After each rejection, ask yourself what you could improve in your application:

  • Was my application tailored enough to the department’s focus?
  • Could my research or teaching narrative be clearer?
  • Did I articulate my value effectively during interviews?

Use your answers to refine your materials for the next application. Think of it as iteration: Each version gets sharper.

3. Cultivate Your Network

Why it matters: Every interaction, even unsuccessful applications, can expand your professional network. Once you advance to getting interviews, treat each one as an opportunity to build your network.

Action step: Send a brief, professional thank-you email to interviewers or committees. Include a line like: “I would value any feedback or advice you might share for future applications.” Not only does this demonstrate professionalism, but it builds the kind of real human connection that can ultimately lead to mentorship, collaborations, or future openings.

4. Reflect and Strategize

Why it matters: Self-reflection helps turn rejection into actionable growth. In design thinking, reflection is where insights become action.

Action step: After each application cycle, complete a “lessons learned” worksheet:

  1. What went well?
  2. What could be improved?
  3. What new skills or experiences could strengthen future applications?
  4. Are there gaps in my network or visibility that I can address?

5. Keep Perspective and Practice Resilience

Why it matters: Academic careers are long-term projects. Rejection is often a redirection rather than a stop sign.

Action step: Schedule regular check-ins with yourself on a monthly or quarterly basis to review progress, celebrate small wins, and adjust strategies. Recognize that each “no” nudges you closer to the right fit. If your nos aren’t reducing and your yeses aren’t increasing, it’s time to gather more information.

  • Search for articles about the institutions you’re applying to and hiring trends tied to your field. Look for patterns that help you improve your application materials.
  • Turn to your network for external feedback. Each conversation is a chance to hear about hidden openings, strengthen your materials, and gain insights you can’t gather on your own.

The Bottom Line: It’s a Process, Not a Verdict

Rejection is part of the process, not a verdict on your potential. When you approach each setback with the iterative, curious mindset of design thinking, every “no” becomes a useful signpost that helps you refine your path. Over time, those small shifts add up and will bring you closer to the role that truly fits.

Check out more Top Articles on HERC Jobs.

About the Author: Deepthi Welaratna is a strategic designer and founder of Tiny Little Cosmos, a studio that helps individuals and organizations navigate moments of change with clarity and creativity. Deepthi has led workforce and leadership initiatives with universities, nonprofits, and companies, including Parsons ELab at The New School, the University of Toronto, The Knowledge House, Google, and the Center for Global Policy Solutions.

Why Informational Interviews Can Open More Doors Than Applications

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Informational Interviews: Job seeker interviews a higher ed professional

In higher education, the traditional application process of CVs, cover letters, and formal interviews can feel like sending your work into a void. Positions are competitive, committees are busy, and decisions often hinge on factors beyond your control. That’s where informational interviews come in: informal conversations that can unlock opportunities far beyond what a standard application can achieve.

Build Relationships Before a Job Exists

Informational interviews aren’t about asking for a job. They’re about understanding departments, programs, and culture while making a lasting impression. By connecting with faculty, administrators, or staff, you position yourself as a known, trusted professional when positions do arise. Done well, these conversations can provide insider knowledge, expand your network, and even lead directly to opportunities.

  • Gain Insider Knowledge: Application materials rarely tell the full story. Informational interviews provide insights into hiring priorities, departmental culture, and nuances of the role that can give you a competitive edge.
  • Expand Your Network Strategically: Each conversation can lead to more connections. A single informational interview can result in introductions to colleagues, collaborators, or mentors, sometimes directly leading to opportunities that aren’t publicly advertised.
  • Demonstrate Initiative and Professionalism: Reaching out for an informational interview shows that you’re proactive, thoughtful, and invested in the field. Many hiring committees value candidates who already have a sense of departmental culture and needs.
  • Learn and Reflect to Strengthen Applications: Even if a job doesn’t materialize immediately, the insights gained make your future applications stronger. You’ll know what experiences, skills, or accomplishments to highlight, making your next application sharper and more aligned with the institution’s goals.

Here’s a step-by-step guide to make the most of every interview you line up.

1. Identify the Right People

Start with faculty, administrators, or staff in departments or institutions that interest you. Don’t limit yourself to open positions; think about individuals whose work aligns with your research, teaching, or professional goals.

Action step: Make a short list of five to ten people to reach out to. Look for those active in conferences, publications, or online discussions relevant to your field.

2. Craft a Thoughtful Outreach Email

Keep your email concise, respectful, and focused on learning rather than asking for a job.

Example:

Subject: Seeking Your Advice on [Field/Department]

Dear [Name],
I admire your work on [specific project/publication] and am exploring opportunities in [area]. I would greatly value 20–30 minutes of your time to hear about your career path and any advice you might have for someone entering this field.

Thank you for considering,
 [Your Name]

3. Prepare Focused Questions

Go in with questions that encourage insight and conversation. Examples:

  • How did you get started in this department/field?
  • What skills or experiences do you see as most valuable for someone entering this role?
  • What are the department’s priorities or challenges right now?
  • Who else would you recommend I speak with?

Tip: Avoid asking for a job directly. The goal is to learn and build a connection.

4. Take Notes and Reflect

Document key takeaways after each conversation. Note:

  • Insights about departmental culture or priorities
  • Skills, experiences, or gaps to address
  • Potential contacts or resources

Use this information to tailor your applications or refine your professional development plan.

5. Follow Up Thoughtfully

Send a thank-you email within 24 to 48 hours. Include a specific takeaway from the conversation to show you were attentive and engaged.

Example:

Dear [Name],
Thank you again for taking the time to speak with me. I especially appreciated your insight about [specific takeaway]. I will apply this advice as I explore opportunities in [field].

Best regards,
 [Your Name]

6. Keep the Relationship Alive

Stay in touch occasionally by sharing relevant articles, sending the occasional update on your progress, or congratulating them on new achievements, preferably on LinkedIn. Informational interviews are most powerful when they evolve into genuine, ongoing professional relationships.

The Bottom Line: More People, More Opportunities

Every informational interview is a reminder that people shape your career more than any job board. And when you start showing up in conversations instead of just applications, doors open that you could never have predicted.

Check out Top Articles on HERC Jobs.

About the Author: Deepthi Welaratna is a strategist and founder of Tiny Little Cosmos, a studio that helps individuals and organizations navigate moments of change with clarity and creativity. Deepthi has led workforce and leadership initiatives with universities, nonprofits, and companies, including Parsons ELab at The New School, the University of Toronto, The Knowledge House, Google, and the Center for Global Policy Solutions.

How a Hybrid Career Builds Flexible, Purpose-Driven Work Lives

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hybrid career

In today’s evolving job market, few professionals follow a single, linear career path. Instead, many are designing flexible hybrid careers that blend multiple roles, especially in education, consulting, and creative work. For those navigating a job search or career change, this approach offers an appealing mix of stability, autonomy, and purpose. 

What Is a Hybrid Career?

A hybrid career (also known as a portfolio career) involves integrating multiple professional roles or income streams, rather than relying on a single position. It is a personalized mix of work that can evolve over time. This might mean teaching part-time while consulting on institutional projects or maintaining a freelance writing business alongside research or advising. The common theme is flexibility and alignment with one’s strengths.

Hybrid careers have become especially relevant for professionals in higher education and adjacent fields, where expertise and communication skills are highly transferable. Many academics, administrators, and educators find that branching out allows them to stay intellectually engaged, supplement their income, and explore new directions without sacrificing the aspects of their work they value most.

At their best, hybrid careers form a professional ecosystem—each role supports and enriches the others.

Teaching: Sharing Knowledge with Structure

Teaching can be one of the most rewarding components of a hybrid career. Adjunct or part-time faculty positions, online courses, continuing education, and professional development workshops all allow experienced professionals to share their knowledge while maintaining flexibility.

For many, teaching offers an intellectual anchor and sense of community. It builds communication, mentoring, and leadership skills and reinforces credibility within a chosen field. In a hybrid model, teaching often provides a predictable base income and a structured schedule around which consulting and freelance projects can be organized.

Of course, teaching can bring challenges, like variable pay, heavy workloads, and limited stability. Yet when viewed as one part of a broader professional portfolio, it becomes both sustaining and fulfilling. Teaching keeps professionals connected to emerging trends, provides access to learning communities, and enhances their visibility as experts in their field.

Consulting: Turning Expertise into Strategy

Consulting transforms specialized knowledge into practical solutions. For professionals in higher education, consulting can involve curriculum development, inclusion initiatives, student success strategies, assessment planning, or leadership coaching. It is an opportunity to apply expertise across diverse institutions and industries.  

Unlike teaching, which follows an academic rhythm, consulting projects are often short-term and outcome-driven. They might involve advising colleges on retention strategies, designing leadership programs, or evaluating online learning programs. The benefits include variety, professional independence, and higher earning potential.

The main challenge lies in visibility. Building a consulting practice requires networking, marketing, and a strong reputation for results. Many hybrid professionals start small, taking on limited projects through referrals or professional associations, before expanding their client base.

Consulting also complements teaching: it keeps educators grounded in real-world applications and current practice, while teaching provides the pedagogical insight and credibility that clients value.

Freelancing: Creative and Flexible Income Streams

Freelancing adds a layer of independence and creativity to a hybrid career. Common examples include writing, editing, research support, or creating educational media. For higher education professionals, freelance projects can be an outlet for skills not always used in formal academic roles, such as storytelling, communication design, or public scholarship.

The biggest advantage of freelancing is flexibility. It allows professionals to accept projects that fit their expertise, schedule, and energy levels. Freelance work can fill financial gaps between consulting projects or teaching terms, or evolve into a long-term creative pursuit.

However, freelancing requires organization and self-discipline. Income can fluctuate, and finding reliable clients takes time. The most successful freelancers treat their work like a business, tracking invoices, contracts, and deadlines carefully. Over time, a strong portfolio of published work or satisfied clients enhances professional credibility across all career areas.

When woven together thoughtfully, freelancing, consulting, and teaching form a balanced ecosystem: teaching provides structure, consulting drives growth, and freelancing fosters creativity and adaptability.

Building a Hybrid Career: Practical Steps

  1. Assess your strengths.
    • Identify the skills that span your professional experiences, like communication, leadership, writing, analysis, or mentoring. Then, consider what kind of work structure supports your well-being. Hybrid careers should play to your strengths and align with your lifestyle and goals.  
  2. Start small.
    • You do not have to balance multiple roles right away. Begin by adding one new professional stream to your current work—perhaps teaching a single course, taking on a short consulting project, or pitching a freelance article.
  3. Network strategically.
    • Connections matter. Use professional associations, LinkedIn, and higher education networks to explore opportunities. Collaborate with colleagues, join webinars, or share your work publicly. Visibility often leads to new partnerships and projects.
  4. Structure your time.
    • Balancing multiple commitments requires clear boundaries and organization. Create a weekly schedule that protects your teaching prep time, client hours, and creative space. Treat rest and recovery as essential components of long-term productivity.
  5. Maintain a learning mindset.
    • Hybrid professionals thrive when they stay adaptable. As industries shift, remain open to upskilling, experimenting, and redefining what “career success” looks like. The ability to evolve is at the heart of hybrid work.

Designing a Career That Fits Your Life

Hybrid careers reflect the changing nature of professional life. Blending roles such as teaching, consulting, and freelancing offers both stability and freedom—the ability to teach, create, and advise on one’s own terms. While building a hybrid path requires planning and persistence, it can lead to a more meaningful and sustainable career.

The future of work is not about choosing a single path. It is about designing a career that aligns with your strengths, values, and the rhythm of your life. For many, combining teaching, consulting, and freelancing, or any mix of complementary roles, is not just a backup plan—it is a blueprint for a thriving, modern career.

Check out Top Articles on HERC Jobs.

About the Author: Shelby Harris is a freelance writer and public sociologist. She holds a master’s degree in Sociology from East Carolina University.

The Rising Demand for IT Talent in Higher Education

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Higher ed tech professionals discussin a tech solution

In today’s colleges and universities, technology has moved from the background to the forefront of institutional strategy. From cybersecurity and cloud integration to data analytics and digital learning environments, higher education now depends on advanced information technology systems. Yet many campuses face a growing challenge: a shortage of skilled tech professionals to sustain and advance this transformation.

As institutions strengthen digital infrastructure and expand online offerings, the demand for tech talent has surged. For professionals seeking meaningful, stable, and mission-driven work, academia offers a compelling—and often overlooked—career path.

The Changing Technology Landscape in Higher Education

Technology in higher education is evolving rapidly, reshaping nearly every aspect of campus operations. The pandemic accelerated digital transformation, driving institutions to adopt new tools for online instruction, hybrid classrooms, and virtual collaboration. Today, colleges are investing long-term in systems that make education more flexible, accessible, and data-informed.

Digital transformation is redefining how campuses operate. Core systems for student records, human resources, and financial management are moving to the cloud. At the same time, integrated analytics dashboards help leaders track student success, streamline operations, and make data-driven decisions.

Cybersecurity has become equally critical. As cyber threats grow more sophisticated, institutions need IT professionals who can safeguard sensitive student and research data, maintain regulatory compliance, and develop proactive security strategies that protect both infrastructure and trust.

Artificial intelligence (AI) and data analytics are driving the next wave of innovation. AI tools are helping colleges improve recruitment, forecast enrollment trends, and identify students who may need additional support, enhancing both efficiency and equity. Professionals skilled in data modeling, machine learning, and ethical AI deployment are increasingly essential to these efforts.

In many ways, today’s higher education IT environments rival those of corporate settings in scale and sophistication, but with the added benefit of contributing to a mission grounded in learning, equity, and the public good.

Why Higher Education Needs Tech Professionals

Behind every smooth registration process, secure network, and interactive classroom experience is a team of dedicated IT professionals. As higher education becomes more digitally integrated, the need for technical expertise has never been greater.

Many institutions are facing an aging IT workforce, with long-serving employees nearing retirement and taking decades of institutional knowledge with them. At the same time, system modernization projects—from enterprise resource planning (ERP) upgrades to new learning management and data platforms—require innovative thinkers who can navigate complex integrations.

Technology teams are now deeply collaborative and interdisciplinary. IT is no longer confined to back-office operations; it is a strategic partner in teaching, research, and student engagement. From supporting virtual labs to developing analytics dashboards for equity initiatives, tech professionals help shape the student experience every day.

Beyond maintaining systems, IT in higher education drives purpose-driven innovation—expanding access, promoting inclusion, and supporting lifelong learning. For professionals who want their work to make an impact, that mission can be deeply fulfilling.

Why Tech Professionals Should Consider Academia

The tech industry is known for its fast pace and competitive rewards, but also for volatility, burnout, and frequent layoffs. For professionals ready to apply their skills in a more stable, mission-driven setting, higher education offers an appealing alternative,  defined by meaning, balance, and long-term impact.

In academia, IT professionals become partners in advancing education, research, and community engagement. Their work enables first-generation students to access classes, helps researchers to conduct groundbreaking studies, and supports institutions serving diverse communities. For those motivated by purpose as much as innovation, this sense of contribution can be profoundly rewarding.

Higher education also provides work-life balance and stability that can be difficult to find in the private sector of tech. While compensation varies, many campus IT roles offer predictable hours, substantial benefits, and long-term employment—ideal for professionals seeking sustainability over constant churn.

At the same time, higher education environments encourage creativity and innovation. Smaller teams often mean broader responsibilities, giving IT staff the chance to lead projects, experiment with emerging technologies, and influence institutional strategy.

There is also strong support for professional development. Many institutions fund certifications, training, and conferences that help IT professionals stay current in areas such as instructional technology, data ethics, and cybersecurity.

With salaries becoming increasingly competitive, especially in cybersecurity, enterprise systems, and data analytics, academia is emerging as an attractive next chapter for experienced technologists eager to apply their expertise in the service of the greater good.

Transition Tips for Tech Professionals Considering Academia

Transitioning from the corporate tech world to higher education can be very rewarding—but understanding the academic environment beforehand makes the transition smoother.

  1. Learn the environment. Academic institutions value collaboration, consensus, and long-term impact over quick turnarounds. Aligning expectations with this culture is key.
  2. Highlight transferable skills. Cybersecurity, data management, cloud integration, project management, and communication skills are all in high demand. Connect your experience to the institution’s mission.
  3. Demonstrate commitment to purpose. In cover letters and interviews, emphasize your motivation to contribute to education and community outcomes—not just apply technical expertise.
  4. Explore a variety of roles. Common IT positions in higher education include:
    1. Information Security Officer
    1. Systems or Network Administrator
    1. Data Architect or Business Intelligence Analyst
    1. Instructional Technologist or Learning Systems Specialist
    1. IT Project or Program Manager

Each role contributes to creating a more connected, inclusive, and innovative academic environment.

A New Chapter for Tech Careers

As technology continues to transform higher education, the need for skilled IT professionals will only grow. Colleges and universities are not just seeking technical expertise; they are looking for collaborators who believe in the power of education to change lives.

For tech professionals eager to apply their skills in the service of education and impact, higher education offers a career built on both innovation and impact. Whether managing secure networks, supporting virtual classrooms, or designing analytics tools that enhance student outcomes, your work becomes part of a mission that extends far beyond the screen.

Check out Top Articles on HERC Jobs.

About the Author: Shelby Harris is a freelance writer and public sociologist. She holds a master’s degree in Sociology from East Carolina University.

Micro-Credentials & Certifications Can Power Your Career

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Micro-Credentials and Certifications: Illustration of a person on their laptop taking online classes for a micro-credential

In today’s volatile job market, skills, not titles, are the new currency of opportunity. Across the U.S., employers are rethinking how they identify talent, and job seekers are rethinking how they prove what they can do. Degrees still matter, but they’re no longer the only (or even the primary) signal of readiness. That’s where micro-credentials and certifications come in.

Both promise to validate skills and help you stand out. But they serve different purposes, work on different timelines, and carry different kinds of credibility. Understanding how they fit together can help you chart a smarter, more flexible career path.

Why Short-Form Learning Is Rising

The numbers tell a clear story. According to Coursera’s 2025 Micro-Credentials Impact Report, 96% of employers say that verified short-form learning in the form of micro-credentials and certifications strengthens a candidate’s job application. And nearly 9 in 10 employers say they’re willing to offer a higher starting salary (often 10–15% more) to candidates with recognized credentials (source).

What’s driving the shift? A few key factors:

  • Technology is evolving too fast for traditional degree cycles to keep up.
  • Employers are hiring for skills, not just pedigree.
  • Workers are changing roles more often and need faster ways to demonstrate new competencies.

As a result, both micro-credentials and certifications are becoming part of a new, modular model of lifelong learning.

Micro-Credentials vs. Certifications: What’s the Difference?

This is where things can get murky, so let’s break it down.

FeatureMicro-CredentialCertification
ScopeNarrow and skill-specificBroader, often covering an entire profession or technical domain
DurationShort (days to weeks)Longer (months to years)
ProviderOften universities, online platforms, or professional organizationsTypically industry associations, state boards, or accredited training bodies
VerificationMay or may not require a formal exam; focuses on demonstrated skill masteryRequires an exam and ongoing renewal or continuing education
RecognitionEmerging but growing—especially in tech, data, and GenAI fieldsEstablished and widely recognized in regulated fields (e.g., healthcare, finance, project management)
GoalDemonstrate a specific competency or upgrade a skillQualify for a regulated job role or meet industry standards

Think of it this way:

  • A micro-credential says, “I’ve learned this exact skill and can apply it right now.”
  • A certification says, “I meet the recognized standards for professionals in this field.”

The two aren’t competing. They’re complementary. Many job seekers use micro-credentials to fill skill gaps quickly or signal specialization between formal certifications.

How to Incorporate Short-Form Learning into Your Job Search Strategy

1. Choose with purpose.

Look for credentials that align directly with the skills employers are listing in current job descriptions. In 2025, that means AI literacy, data analysis, project management, and communication remain at the top of the list. If you’re switching careers, start with a micro-credential to demonstrate applied knowledge fast, then invest in a certification once you’re committed to the field.

2. Verify the credibility of the provider.

Quality matters more than quantity. Before you enroll, confirm that the credential is issued by an accredited university, a respected company, or an established association. In the U.S., 61% of learners say accreditation and employer recognition are their top priorities.

3. Combine strategically by using “skill stacking.”

Two-thirds of credential-holders now have more than one. Try stacking complementary skills:

  • Micro-credential: Generative AI Fundamentals
  • Certification: Project Management Professional (PMP)
  • Combined, they signal: “I understand both the tools and the systems that shape how they’re used.”

Stacking turns discrete skills into a story of intentional growth.

4. Make your learning visible.

Your credentials don’t help you if they’re hidden. Add them to LinkedIn, your resume, and your email signature. Include links to verified credential pages. Share your projects publicly, as employers are increasingly scanning portfolios and GitHub pages before resumes.

5. Use credentials as storytelling devices.

Each credential represents a choice you made to grow. When interviewing, don’t just list them. Explain why you pursued them and how they’ve shaped your perspective. For example:

“I completed a micro-credential in Generative AI to improve how I integrate automation into team workflows.”

That narrative turns your learning into proof of initiative.

A Few Pitfalls to Avoid

  • The “badge collector” trap. Focus beats volume. One targeted, relevant credential speaks louder than five generic ones.
  • Low-quality programs. Not all credentials are verified; choose providers with recognized accreditation or employer partnerships.
  • Over-reliance on credentials. They enhance your story, but they don’t replace experience, projects, or relationships.

The Big Picture

Both micro-credentials and certifications are reshaping how Americans learn and signal readiness for work. The best approach isn’t to pick one over the other; it’s to combine them strategically.

  • Use micro-credentials to stay current and agile in a changing landscape.
  • Use certifications to anchor your credibility and open doors in structured professions.

Together, they let you demonstrate what every employer wants to see: adaptability, initiative, and the ability to keep learning when the world changes. You’re not just collecting credentials; you’re crafting your professional narrative, one skill at a time.

Check out Top Articles on HERC Jobs.

About the Author: Deepthi Welaratna is a strategist and founder of Tiny Little Cosmos, a studio that helps individuals and organizations navigate moments of change with clarity and creativity. Deepthi has led workforce and leadership initiatives with universities, nonprofits, and companies, including Parsons ELab at The New School, the University of Toronto, The Knowledge House, Google, and the Center for Global Policy Solutions.

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