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The Art of Saying No: Setting Boundaries in Higher Education

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In higher education, “yes” is often treated as the default currency. We say yes to joining another committee, yes to taking on an extra advisee, yes to covering a colleague’s seminar, and yes to a late-night research request. Because academia is largely fueled by passion, mission-driven work, and a deeply collaborative culture, it can feel as though setting a boundary is synonymous with a lack of commitment.

But here is the reality: Saying “yes” to a task you don’t have the capacity for means saying “no” to the quality of your existing work, your mental well-being, and your long-term career goals.

For higher education professionals and job seekers alike, mastering the art of the strategic refusal isn’t just about time management—it is an essential strategy for preventing burnout and sustaining a meaningful career. Here is how to navigate the complex landscape of setting boundaries in academia.

1. Assess the Request, Not Just the Urgency

Before responding to an immediate request, pause and evaluate it through three distinct lenses:

  • Alignment: Does this request align with your current institutional goals, research trajectory, or professional development?
  • Capacity: Do you realistically have the hours in your week to dedicate to this without sacrificing your core responsibilities or personal life?
  • Equity: Is this task a recognized, valued piece of service, or does it fall under the umbrella of “invisible labor” that rarely counts toward promotion or performance reviews?

If a request doesn’t align with your goals or fit into your schedule, it is a prime candidate for a boundary.

2. The Power of the “Strategic No”

Saying no doesn’t have to be confrontational or dismissive. In a collaborative university environment, the most effective boundary is one that offers clarity and, where possible, alternative pathways.

Here are three scripts to help you decline professionally and firmly:

Scenario A: When a supervisor requests a new project, but your plate is full

“Thank you for thinking of me for this initiative. Right now, my primary focus is completing [Project A] and preparing for [Upcoming Milestone]. If I take this on, I’m concerned I won’t be able to give either project the attention it deserves. Could we look at my current task list together to see if we can reprioritize or reassign something else to make room for this?”

Scenario B: When a colleague asks you to join a committee

“This sounds like an incredibly important committee, and I appreciate the invitation. However, to ensure I can fulfill my current teaching and departmental commitments this semester, I have had to set a strict limit on my service obligations. I’ll have to pass this time, but I wish you the best with the initiative.”

Scenario C: When asked to work outside of standard hours

“I’ve received your message regarding the upcoming schedule. Because I protect my evenings for research and family, I won’t be able to review these materials tonight. I will dive into this first thing tomorrow morning and have an update for you by noon.”

3. Establish Cultural Boundaries During the Job Search

If you are currently on the market for a new role in higher education, the job search is the ideal time to evaluate an institution’s relationship with boundaries. Protecting your time starts before you even accept an offer.

  • Observe communication patterns: Do search committee members email you at midnight on a Saturday expecting a swift response? This can be a telltale sign of an always-on institutional culture.
  • Ask target questions during interviews: Use your interview cycles to gauge how work-life balance is handled. Consider asking:
    • “How does the department define and distribute service workloads to ensure equity?”
    • “What do boundaries around communication look like within this team or department?”
  • Review the written expectations: Ensure that job descriptions, tenure guidelines, or staff evaluation rubrics clearly define what constitutes “success” so you aren’t chasing a moving goalpost.

Boundary Setting is an Ongoing Practice

Setting boundaries in higher education is rarely a one-and-done event. It is a daily practice of assessing your capacity, communicating transparently, and respecting your own limits.

Remember that preserving your energy is by no means selfish. Energy is what allows you to show up fully for your students, your research, your institution, and yourself. By learning to say no to the non-essentials, you create the space to say an impactful, sustainable “yes” to the things that matter most.

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.

Using AI in Your Job Search: Ways to Use and What to Avoid

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Illustration of job seeker on laptop sitting atop a block with text "AI" on it

Artificial intelligence has officially entered the job search process. Whether you’re applying for a faculty role, a research appointment, or a staff position in higher education, AI tools are now part of the ecosystem. However, as recently as January of this year, research by Educause finds that while 94 percent of higher education workers overall use AI tools, only 54 percent are aware of their institution’s AI use policies and guidelines (source). Within the HR sector participants from the same study, 91% use AI tools in their work (source).

There is no doubt that AI is being used in higher education, but you may be wondering how to use it wisely in your job search. In higher education, where credibility, authorship, and voice are particularly essential qualities, the irresponsible or illegal use of AI can undermine or disqualify your candidacy. Knowing when to use AI can sharpen your thinking, save you time, and help you present your work more clearly.

AI Policies Vary

AI standards in the job application process still vary on a case-by-case basis. At the same institution, it’s possible that one department’s policy allows for the use of AI, while another department’s policy doesn’t. Even within a department, one job post might allow it while another doesn’t. Always read the job post carefully and note any guidelines on the use of AI. If asked, make sure to list the ways in which AI has been used in your application.

Importantly, some policies ban the use of AI in your search process from beginning to end. You may find that if you have used AI at any point in your search process, you may not qualify to apply. On the other hand, with AI adoption reported to be at near-ubiquity in the field, it is likely that this restriction will become more rare.

Let’s break down where AI helps, and where it hurts.

Ways to Use AI

1. Brainstorming and Organization

If you’re at the beginning of your search process, AI can help you:

  • Generate outlines for cover letters
  • Organize research statements
  • Structure diversity or teaching philosophy statements
  • Identify themes across your CV

Think of it as a structured brainstorming partner. It’s especially helpful when you’re overwhelmed by everything you could say.

2. Translating Experience into Skills and Jargon into Different Jargon

If you’re moving from applying to faculty positions to administrative roles, AI can help you identify the administrative experience within your resume and translate specific project accomplishments into more generalized skills.

  • Grant-funded project → Budget and stakeholder management
  • Teaching experience → Curriculum design and learning assessment
  • Committee leadership → Cross-functional collaboration

Used well, this helps you communicate your value to non-academic hiring managers without flattening your expertise. If you’re applying to a role outside of your direct experience or in an adjacent field, AI can also help you translate your own field’s specialized vocabulary into that of other fields.

3. Tightening and Editing

AI can be used to help you:

  • Catch repetition
  • Improve clarity
  • Shorten wordy paragraphs
  • Offer alternate phrasings

In higher education searches, where clarity and precision matter, this kind of refinement can strengthen your materials. But AI should only support your voice, never replace it.

4. Preparing for Interviews

AI can generate:

  • Practice interview questions
  • Mock behavioral prompts
  • Questions you might ask the committee
  • Sample answers you can refine

It can be particularly helpful if you haven’t interviewed in a while or are pivoting sectors. The key is rehearsal, not memorization. Search committees can tell when answers feel pre-packaged.

5. Avoiding Burnout

Staring down a set of 50 ATS-filtered job applications due tomorrow? This is not a task for a single human. AI can help you tackle the seemingly impossible and protect your mental and physical health by enabling you to adapt keyword-heavy sections of your resume and cover letter to align with the AI filters on the other end of the submission process. Make sure to review and correct any errors before you submit.

What to Avoid When Using AI

Now for the more serious side. Higher education hiring relies heavily on authenticity and intellectual ownership. Misusing AI can damage trust or bar you from consideration, sometimes permanently.

1. Submitting Fully AI-Written Materials

Search committees read hundreds of applications. AI-generated materials often share the same traits:

  • Overly polished but vague language
  • Generic institutional praise
  • Repetitive phrasing
  • Inflated tone with minimal specifics

If your materials sound like they could belong to anyone applying anywhere, that’s a red flag. In academia especially, committees are evaluating your critical thinking skills; how you think, argue, and articulate ideas. Outsourcing that to AI not only defeats the purpose but will likely disqualify you by misrepresenting or underrepresenting your actual abilities.

2. Fabricating Accomplishments

Some AI tools will confidently generate metrics, outcomes, or examples that were never yours. Submitting inaccurate information can disqualify you. Background checks, reference calls, and publication records will expose inconsistencies quickly. If AI drafts something that isn’t factually true, remove it immediately. Remember, you are always responsible for every word in your application.

3. Losing Institutional Fit

Higher education institutions vary widely in mission, culture, and expectations. AI tends to produce generalized language about “student success,” “innovation,” and “collaboration.” But hiring committees want specificity about:

  • Why this institution?
  • Why this department?
  • Why now?

If your application reads like it was mass-produced, committees will assume it was.

4. Letting AI Replace Reflection

The most competitive candidates have thought deeply about:

  • Their research trajectory
  • Their pedagogical philosophy
  • Their leadership style
  • Their long-term contribution to an institution

AI cannot do that reflection for you; it can only rearrange what you already know. The strategic clarity still has to come from you.

A Practical Rule of Thumb

Check in with yourself on a regular basis. If you think that AI is helping you think more clearly, pause. Evaluate your use of AI and make sure it is supporting your reasoning process, and not replacing it. If you find that AI is thinking for you, it is time to stop to protect your health, your independence of thought, and the quality of your work.

A Balanced Way to Use AI

Here’s a balanced approach many successful candidates are taking:

  • Draft your materials yourself.
  • Use AI to critique or tighten.
  • Revise heavily.
  • Get human feedback at key points (mentor, colleague, career advisor).
  • Submit only what fully reflects your thinking.

AI should not be your intellectual proxy.

Final Thoughts

Used practically, AI can reduce friction in the job search process. It can help you move from stuck to moving, from scattered to focused, and from rough to polished.

In higher education, a sector built on ideas, authorship, and credibility, your thinking is your candidacy. AI can support it, but it can never replace it.

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.

Higher Ed Pulse Check: Is a Career in Higher Education Less Attractive?

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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 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.

Is higher education still an attractive career path? In this debut episode of “Higher Ed Pulse Check,” a new segment of Let’s Talk Higher Ed Careers, host Marcia Silva is joined by HERC regional directors Daniel Butcher and Jennifer O’Neill to unpack recent poll results on career appeal, job stability, retention, and workforce trends in higher education.

Together, they explore why many professionals perceive higher ed careers as less stable and less appealing than in the past; the role of salary and career advancement in employee retention; how AI is shaping workforce uncertainty; and why mission-driven work continues to draw people to the sector. The conversation also highlights the hidden benefits of higher ed careers and the critical role mid-level managers play in supporting employees during times of change.

Watch this “Higher Ed Pulse Check” 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.

Salary Negotiation and Job Offer Considerations

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Greater transparency about pay ranges has become the trend in the last decade. However, negotiating an offer that is comfortable for you and acceptable to a new employer may remain a sticky subject for many new hires.

Whether transitioning to a new role, moving into leadership, or otherwise advancing within your organization, understanding how to negotiate compensation effectively can significantly shape long-term career growth and financial stability. The conversation around salary usually occurs shortly after you are told, “Congratulations, we want you for the job.”

Start By Doing Research

“In my office, Human Resources (HR) does the phone screenings. So one of the first questions we present is: This is the salary range, do you have any questions?” Bonnie Wilmot, Talent Acquisition Manager at Washington State University, says.

Researching the pay range for the role you’re applying to can be an obvious first step in calculating your salary expectations.

“You don’t see the pay range posted when you are looking at the private colleges,” says Brittany Bryant-López, workforce development specialist and Perkins Program Supervisor at Maricopa Community College District says. “I tell people to really lean heavily into something like Glassdoor. See if you can find a friend, or a friend-of-a-friend and see if you can have that honest conversation [about pay].”

“You can’t just walk in and say: Well, I want this,” Wilmot says. In Washington, the range for any given role in a government agency is required by law to be posted, so for most candidates whatever they are offered isn’t a big surprise.

Understand That There May Be Limits to Your Ask

Employers who may be strict about their salary offers might be more flexible when it comes to things like time-in-office or hybrid or remote work negotiations. Candidates should consider the full scope of compensation, including retirement plans, professional development funds, remote work flexibility, relocation assistance, tuition benefits, and performance incentives.

“Look at the market, know your goals, and if you don’t want to be there forever, set yourself a timeline,” Bryant-López says. “Wait and see what they offer first.”

Bryant-López says she has noticed a trend in higher education: more livable wages. “Higher education has realized they were late to the train, as far as pay. And they are losing talent to other industries,” she says. To remain competitive, candidates may see slight increases in the opening salary range for many administrative positions these days.

Strategize A Counteroffer

Wilmot recently helped her sister, a new graduate, negotiate a job offer as an electrical engineer. She suggests that if you are well-prepared and are not offered the rate you desire at the start of the new-hire conversation, it’s  OK—if not expected—to propose a counteroffer.

“Ask for something a little bit more,” she says. “A good employer should not get upset by you asking. You can judge them by how they react if they say no. “

Even when organizations face budget limitations, candidates may still successfully negotiate additional vacation time, flexible scheduling, signing bonuses, moving expenses, or leadership development opportunities.

“There are some positions that because they are grant-funded, that’s all the money they have.” Another reason that may lead to no is internal salary equity,” says Wilmot. This is true more often in government positions than in the private sector.

Be Prepared to Justify Your Counterbid

Hiring committees and executive leaders respond most positively when candidates connect their experience directly to institutional goals. Instead of framing negotiations around personal need alone, successful professionals should emphasize measurable contributions they can bring to the organization. Cite your experience and previous wins or quantifiable gains from your previous employers.

“If you are going to counter, have a reason why,” Wilmot says. “Regardless of what salary is listed, you can always make an ask as long as you are courteous, have a justification for your ask, and understand that the employer has the right to say no.”

It is also important to recognize that negotiation is not solely about immediate compensation. Career advancement in higher education often involves evaluating institutional culture, leadership stability, opportunities for advancement, and alignment with long-term professional goals. A position with slightly lower compensation may still provide substantial value if it offers mentorship, visibility, advancement pathways, or access to transformative institutional initiatives.

Practice Your Pitch

Practicing negotiation conversations in advance can help reduce anxiety and improve clarity during discussions.

“You really need to put a strong argument forward the first time,” Wilmot says. “Don’t be scared if they counter with, ‘We will really have to think about it. That’s not what we were planning.’”

Negotiation conversations are most successful when approached collaboratively rather than adversarially. The goal is not to “win” against the employer but to establish a mutually beneficial agreement that reflects the candidate’s expertise and future contributions.

“As long as they say, let’s think about it, or we’ll get back to you, the door is open,” Wilmot says.

Keep Long-term Career Goals in Mind

The salary negotiation process can be daunting, especially if you have been let go from a previous job or have been searching for a long time. But it’s important not to shortchange yourself. Settling for less than you feel comfortable with can lead to feelings of resentment and a lack of motivation in the new role. So even if negotiation feels a little uncomfortable, remember, it will be worth it in the long run. No one knows your work ethic better than you.

“You have to ask yourself that really big question, ‘Are you working for a name, or do you want to work for the experience and the money?’” Bryant-López says. “Is it prestige or comfort you are looking for? Because sometimes you can’t have both.”

Check out Top Articles on HERC Jobs.

About the Author: Jenna Chiara Duncan (Ed.D) is an educator, writer, and editor originally from Phoenix, Arizona. Dr. Duncan holds an Ed.D in Education Leadership from Northern Arizona University (2024); Master’s degree in Media Studies from The New School for Social Research (New York City); MFA in Creative Writing from Goddard College (formerly in Plainfield, Vermont); and a Bachelor’s degree in Journalism from University of Arizona. Duncan has published more than 250 articles and reviews mainly on arts, entertainment, and pop culture.

Behind the Title: Erin Grace Burns, Communications Consultant

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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 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 “Behind the Title” episode of Let’s Talk Higher Ed Careers, host Marcia Silva talks with creative communications strategist Erin Grace Burns about building a mission-driven career in higher education communications. Erin shares her journey from student activism and art school to leading communications efforts at institutions, such as the Pacific School of Religion and UC Berkeley School of Social Welfare, and now as a freelance consultant supporting higher ed and nonprofit organizations.

They discuss what makes higher education a unique workplace, the importance of understanding diverse audiences, and how communications professionals can balance tradition, accessibility, and innovation. Erin also shares insights on emerging trends in higher ed marketing, navigating AI ethically, and why higher education institutions are uniquely positioned to foster dialogue and community in a polarized world.

Watch this “Behind the Title” 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.

Career Stagnation: Sometimes It’s Not Effort, It’s Framing

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Illustration of a frustrated job seeker sitting at a desk with their face planted down on their laptop keyboard

In higher education, long job searches can feel like a failure of persistence. Standard advice suggests increasing application volume or broadening networking efforts, assuming a linear process of effort and reward. However, for many professionals, a stalled search is less a reflection of their qualifications and more a symptom of a translation gap.

Higher education hiring is not a monolithic system; it is a layered landscape of evolving institutional expectations as your career advances. You may find yourself qualified by any objective measure, yet remain stuck because you are not framing your experience in alignment with your career stage.

To overcome this career stagnation, look beyond the sheer volume of your output and focus on your institutional legibility. Regardless of whether you are refining an exhaustive CV or a two-page resume, you can align your materials with the specific analytic lenses committees use to evaluate talent to enhance your application’s readability.

The Higher Education Career Journey in Three Steps

CAREER STAGETHE COMMITEE’S PRIMARY LENSTHE “READABILITY” STRATEGY
Early-CareerCan they execute the mission?Contribution: Reframe duties into student or operational outcomes.
Mid-CareerDoes their signature impact track with our needs?Coherence: Consolidate fragmented experiences into areas of unified expertise (e.g., Equity Initiatives, Systems Improvement, or Student Success).
Senior-LevelHow will they steward the institution?Perspective: Surface institutional judgment regarding enrollment trends, accreditation, and the ability to bridge silos through shared governance and mentorship.

Early-Career: Frame Your Contributions

The Insider: What to Emphasize

If you have spent time in higher education, you may recognize that early-career hiring often operates within closely connected institutional networks. Many roles are filled by candidates already familiar to the department, such as former teaching assistants, graduate assistants, or alumni whose work has been directly observed. In these cases, readability is established through prior relationships and demonstrated performance within the institution.

For candidates within these networks, familiarity can streamline evaluation, since prior work is already understood in context. In practice, this also means ensuring that your materials clearly capture the full range of your contributions, including work outside your immediate role or department, so that your capabilities are not underrepresented.

The Outsider: What to Emphasize

For external candidates, the challenge is translation: You are presenting your experience without shared institutional reference points. The goal is to close that gap by making your work immediately legible in relation to the role, the department’s priorities, and the institution’s mission.

At the same time, external candidates can be particularly compelling when institutions are seeking capabilities or perspectives not already present internally. In these cases, readability also depends on how clearly you convey new expertise, approaches, or experience you would bring into the organization.

  • Translate Tasks into Outcomes: Insiders get hired because a supervisor has already seen their results. To compete, your materials must make those results undeniable. Instead of listing duties like “assisted with student registration,” describe the outcome: “Optimized the registration workflow to reduce student wait times by 20%.”
  • Signal Institutional Alignment: Research the specific student demographics and strategic goals of the school. Use your narrative to show you aren’t just looking for any higher ed job, but that you are ready to grow within this specific position. Whether the mission is first-generation student success or technical workforce development, make your alignment explicit.
  • Disrupt the “Prestige Proxy”: Committees sometimes use institutional pedigree as a mental shorthand for quality. You can disrupt this by highlighting specialized certifications, project-based wins, or in-depth experience. Practical, proven impact can carry more weight than a prestige degree when a department is looking for a stable hire who can handle the actual daily work.

Recommendation: Highlight your contributions and your institutional alignment.

  • Don’t: Just list broad experience like “Experienced in student affairs and office administration.”
  • Do: Include results “Streamlined student outreach for the [Specific Program] by implementing a new CRM, resulting in a 15% increase in engagement.”
  • Do: Highlight related work that fits the institutional culture.
    • Explicitly link your background to the specific mission of the university (e.g., the difference between a regional state school and a private research institution).
    • Demonstrate that you are a “stabilizer” who intends to master and evolve in the role.

Mid-Career: Frame Your Impact and Areas of Expertise

At mid-career, the question changes. It is no longer simply what can you do? but what are you known for?

If the early career is about proving you can handle the work, mid-career is where many professionals hit a wall of fragmentation. In higher ed, it is common to accumulate seemingly random experiences where you’ve served on a dozen committees, managed disparate programs, and filled gaps wherever the institution needs them. While this makes you a good citizen of the university, it can make your professional identity read as vague or abstract to a hiring committee.

The challenge at this stage is to turn a wide range of responsibilities into a unified narrative. You are no longer just an operator; you are becoming an expert in a specific lane.

  • Consolidate Around Themes: Identify the two or three impact areas that define your career. Are you the person who fixes broken systems? The one who scales equity initiatives? The one who bridges the gap between academics and operations? Once identified, these themes can structure your entire narrative.
  • Emphasize Scale and Complexity: At mid-career, readability is tied to scope. It isn’t just that you managed a budget, it’s that you managed a $2M budget across three departments during a period of fiscal constraint. Whether it was a $2M or $20M portfolio, specify the scope, cross-unit impact, and decision-making authority involved. Make the complexity of your environment visible.
  • Make Leadership Legible: In higher education, leadership often happens in the interactions between silos. Highlight where you led cross-functional teams or mentored junior staff, even if Director isn’t in your current job title.

Recommendation: Turn your list of roles into a recognizable pattern of impact.

  • Don’t: List every committee and project you’ve ever touched.
  • Do: Group your experience under headings like “Systems Improvement” or “Strategic Student Success Initiatives.”
  • Do: Remove work that doesn’t reinforce your core themes to avoid narrative clutter.
    • Use data to ground your scale (population size, system complexity, or budget oversight).
    • Speak to how you’ve grown to define your specific area of expertise.

Senior-Level: Frame Your Perspective on Institutional Stewardship

At senior levels, hiring committees are no longer evaluating your history of tasks or even your specific expertise. They are evaluating your judgment. The central question becomes: How does this person understand the institution, and how will they lead it?

Success at this level depends not only demonstrating everything you have done, but also how you think about the structural challenges facing the institution and your ability to act as a steward.

  • Lead with Institutional Point of View: Demonstrate a clear understanding of the macro pressures: enrollment volatility, funding models, and the evolving demands of student support. You are being hired to solve institutional-level problems, not just departmental ones.
  • Bridge the Silos: Senior judgment is measured by how well you navigate silos. Show where you’ve successfully bridged Academics and Finance, or Student Affairs and Facilities. Proving you can speak the languages of different stakeholders is a critical readability signal.
  • Prioritize Mentorship and Generative Leadership: In higher ed, leadership is an act of giving back. A senior professional’s legacy is defined by the talent they leave behind. Highlight where you have mentored junior staff, championed professional development, or built pipelines for diverse talent. This proves that you aren’t just a manager, but a steward of the institution’s human capital.
  • Articulate the First 180 Days: Senior candidates are strengthened by showing they have a methodology for entry. What will you assess? Who will you stabilize? How do you determine trade-offs when resources are constrained?

Recommendation: Present a clear point of view on institutional challenges and stewardship.

  • Don’t: Just list qualifications like “I have twenty years of experience in university administration.”
  • Do: Introduce your perspective, such as “In an era of enrollment volatility, my approach focuses on stabilizing student retention by bridging the gap between academic advising and financial aid, while actively mentoring the next generation of mid-level leaders to ensure long-term departmental stability.”
  • Do: Speak directly to current industry pressures (e.g., the enrollment cliff or equity commitments).
    • Make your leadership style and decision-making framework explicit.
    • Detail your record of mentorship: Specifically name the outcomes for those you’ve mentored (e.g., “three direct reports promoted to Director-level roles”).

The Throughline: Level Up on Legibility

Across all three stages, a consistent pattern emerges. Job searches do not typically stall because candidates lack value. They stall because the value is not made visible to the reader. The key shift is understanding that career progression is also a progression in how your work must be read:

  • Early-career: prove contribution
  • Mid-career: prove expertise
  • Senior-level: prove perspective

In a system as complex and layered as higher education hiring, being qualified is necessary. Being legible is what will make you stand out.

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.

Is a Career in Higher Education Right for You?

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Higher education careers are often described as meaningful, flexible, and intellectually stimulating. However, daily realities include budget constraints, increasing workloads, job insecurity in certain roles, and slow career progression, which are common across many jobs.

Yet people do not remain in higher education by chance. Something anchors them. For some, it is the opportunity to support and empower students. For others, it is the mission, the community, or the ability to contribute to something larger than their individual role. The field is not simply “good” or “bad”. It works well for some people and not for others.

This is why the question matters: deciding whether a career in higher education is right for you is less about perception and more about how it aligns with your values, skills, and long-term career goals.

Understanding the Higher Ed Landscape

Higher education is not a single career path. It is a broad ecosystem comprising various roles and functions. Some professionals focus on teaching and research as faculty. Others work in student-facing roles such as advising, admissions, or student affairs. Still others support institutions through operations, such as human resources, finance, IT, and institutional research.

Across these roles, there are shared traits. Higher ed is usually mission-driven, prioritizing student success, access, and knowledge creation. Still, institutions often function within bureaucratic systems that may seem slow or rigid. Salaries are often lower than in the private sector, and advancement opportunities can be limited at certain institutions.

Recognizing these dynamics early supports more informed decisions about whether this environment is right for you.

Clarifying Your Core Values

One of the most important questions to ask is what you want from your work. Higher education tends to attract individuals who are motivated by purpose rather than profit. Many professionals in the field value making a difference in students’ lives, contributing to their communities, and supporting access to education.

If you find fulfillment in mentoring, teaching, or creating opportunities for others, higher ed may align well with your values. If you are driven by collaboration, intellectual engagement, or a sense of community, you may also find this work rewarding.

However, if your priorities include rapid career advancement, high earning potential, or fast-paced organizational change, aspects of higher ed may be frustrating. Being honest about what matters to you is critical in evaluating fit.

Assessing Your Skill Set

Many skills valued in higher education transfer across roles. Clear communication and strong interpersonal abilities are vital, particularly in student-facing positions. Organization and project management are key to handling numerous responsibilities and institutional procedures. Data literacy is increasingly important, as institutions depend on analysis and reporting to guide decisions.

Depending on your path, additional skills may be required. Faculty roles often emphasize teaching, research, and curriculum development. Administrative roles may focus more on program coordination, policy implementation, and student support.

Identifying skill gaps does not mean higher education is out of reach. It simply highlights areas for growth through professional development, certifications, or hands-on experience. 

Aligning Career Goals with Institutional Realities

Your long-term goals should play a central role in deciding whether to pursue higher education. Consider what you want your career to look like in five or ten years. Are you seeking stability, or do you want frequent advancement? Are you open to relocating, or do you need geographic consistency?

Higher education can offer stability and a strong sense of purpose, but it may also involve contract-based roles, especially early in your career. Adjunct or temporary positions are common in some areas, and promotion timelines can be slow. Internal hiring practices may also shape how and when opportunities become available.

Thinking through these realities can help you determine whether higher education aligns with the career trajectory you seek.

Testing the Fit Before Committing

If you are unsure whether higher education is the right path, there are ways to explore it before committing fully. Informational interviews can provide insight into day-to-day responsibilities and career paths. Part-time teaching, adjunct roles, or internships can offer hands-on experience. Volunteering on campus or with educational programs can also help you build connections and understand institutional culture.

These experiences not only strengthen your resume but also help you assess whether the work feels meaningful and sustainable.

Recognizing Green Lights and Red Flags

As you explore careers in higher education, you may start to notice signs that it is either a strong fit or a poor match. Feeling energized by student interactions, motivated by institutional missions, and comfortable within structured systems are strong indicators that you may thrive in this environment.

On the other hand, frustration with slow processes, limited salary growth, or unclear advancement pathways may signal a mismatch. Neither outcome is right nor wrong. The goal is to find a career path that supports your needs and priorities.

Making the Right Choice for You

A career in higher education can be deeply fulfilling for those whose values, skills, and goals align with its mission and structure. It offers the opportunity to make a meaningful impact, contribute to a larger purpose, and engage in an intellectually rich environment.

At the same time, it is not the right fit for everyone. Taking the time to reflect on your priorities and explore your options can help you choose a path that is both purposeful and sustainable.

The best career decision is not the one that looks right from the outside. It is the one that aligns with your definition of success.

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.

Ask a Recruiter: Amanda Duval-Norwood, Harper College

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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 “Ask a Recruiter” episode of Let’s Talk Higher Ed Careers, host Jessica Wise welcomes Amanda Duval-Norwood, Chief Human Resources Officer at Harper College, to explore what it really means to build a career at a community college.

With more than 20 years of HR leadership experience across higher education, healthcare, and senior living, Amanda shares how community colleges offer far more than teaching roles—from HR, IT, advising, and student affairs to workforce development, institutional research, and community partnerships. She also offers practical advice for job seekers navigating higher ed hiring, including why patience matters, how to stand out in the application process, and the importance of showing a genuine connection to student success and institutional mission.

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.

Share Your Voice and Enter For a Chance to Win

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SURVEY CLOSED

The higher education workforce is undergoing rapid change, shaped by shifting societal expectations, advancing technology, and ongoing national and global challenges. Institutions are rethinking how they attract, support, and retain talent, and they need direct insight from professionals like you.

This survey is an opportunity to share what matters most to you right now and what you need from employers moving forward. Your perspective will help colleges and universities better align their practices with the realities of today’s workforce.

We compile the results into a comprehensive report with actionable recommendations, shared with our member institutions committed to building more supportive, equitable, and inclusive workplaces across higher education.

If you complete the entire survey and are eligible, you can enter for a chance to win one of eight $50 gift cards (winners will be able to choose a gift card on Giftogram). At the end of the survey, you will have the opportunity to enter your email address for a chance to win.

The survey should take about 10 to complete. It will be live from Monday, April 20, 2026, until 11:59 pm PST on Friday, May 22, 2026. Please note: Survey prizes are only open to U.S. residents over the age of 18.

Your confidentiality is important to us. All data is stored in a password-protected electronic format. To help protect your confidentiality, the surveys will not contain information that will personally identify you. The results of this survey will be used to communicate job seeker trends to HERC member institutions and to develop new job search and career resources. If you have any questions or feedback about the survey, please contact marketing@hercjobs.org.

Terms and Conditions:

NO PURCHASE IS NECESSARY TO ENTER OR WIN. A PURCHASE DOES NOT INCREASE THE CHANCES OF WINNING.

1. Eligibility: The Campaign is only open to legal residents of the United States of America who are 18 years of age or older as of the date of entry, and is void where prohibited by law. Employees of the Higher Education Recruitment Consortium, a project of the Tides Center (HERC Jobs), its affiliates, subsidiaries, advertising and promotion agencies, and suppliers (collectively the “Employees”), and immediate family members and/or those living in the same household of Employees are not eligible to participate in the Campaign. The Campaign is subject to all applicable federal, state, and local laws and regulations. Void where prohibited.

2. Agreement to Rules: By participating, the Contestant (“You”) agree to be fully unconditionally bound by these Rules, and You represent and warrant that You meet the eligibility requirements. In addition, You agree to accept the decisions of the Higher Education Recruitment Consortium, a project of the Tides Center (HERC Jobs) as final and binding as it relates to the content of this Campaign.

3. Campaign Period: Entries will be accepted online starting on Monday, April 20, 2026, and ending on Friday, May 22, 2026. All online entries must be received by Friday, May 22, 2026, at 11:59 PM PST.

4. How to Enter: Enter to win by completing this survey. The entry must fulfill all Campaign requirements, as specified, to be eligible to win a prize. Entries that are incomplete or do not adhere to the rules or specifications may be disqualified at the sole discretion of the Higher Education Recruitment Consortium, a project of the Tides Center (HERC Jobs). Limit one (1) entry per person and per email address. Eight (8) potential prize winners will be chosen in a random drawing from among all eligible entries received. You must provide the information requested. You may not enter more times than indicated by using multiple email addresses, identities, or devices in an attempt to circumvent the rules. If you use fraudulent methods or otherwise attempt to circumvent the rules, your submission may be removed from eligibility at the sole discretion of the Higher Education Recruitment Consortium, a project of the Tides Center (HERC Jobs).

5. Prizes: The eight Winner(s) of the Campaign (the “Winner”) will receive one of eight $50 (USD) gift cards selected through a gift card company. The specifics of the prize shall be solely determined by the Higher Education Recruitment Consortium, a project of the Tides Center (HERC Jobs). No cash or other prize substitution shall be permitted except at the Higher Education Recruitment Consortium, a project of the Tides Center (HERC Jobs)’s discretion. The prize is nontransferable. Any and all prize-related expenses, including without limitation any and all federal, state, and/or local taxes, shall be the sole responsibility of Winner. No substitution of prize or transfer/assignment of prize to others or request for the cash equivalent by Winner is permitted. Acceptance of prize constitutes permission for the Higher Education Recruitment Consortium, a project of the Tides Center (HERC Jobs) to use Winner’s name and entry for purposes of advertising and trade without further compensation, unless prohibited by law.

6. Odds: The odds of winning depend on the number of eligible entries received.

7. Winner Selection and Notification: Winner will be selected by a random drawing under the supervision of the Higher Education Recruitment Consortium, a project of the Tides Center (HERC Jobs). Winner will be notified by email within five (5) days following selection of Winner. The Higher Education Recruitment Consortium, a project of the Tides Center (HERC Jobs) shall have no liability for Winner’s failure to receive notices due to spam, junk e-mail, or other security settings or for Winner’s provision of incorrect or otherwise non-functioning contact information. If Winner cannot be contacted, is ineligible, fails to claim the prize within 7 days from the time award notification was sent, or fails to timely return a completed and executed declaration and release as required, the prize may be forfeited and an alternate Winner selected. Receipt by Winner of the prize offered in this Campaign is conditioned upon compliance with any and all federal, state, and local laws and regulations. ANY VIOLATION OF THESE OFFICIAL RULES BY WINNER (AT THE HIGHER EDUCATION RECRUITMENT CONSORTIUM’S SOLE DISCRETION) WILL RESULT IN WINNER’S DISQUALIFICATION AS WINNER OF THE CAMPAIGN, AND ALL PRIVILEGES AS WINNER WILL BE IMMEDIATELY TERMINATED.

8. Rights Granted by You: You shall indemnify, defend, and hold harmless the Higher Education Recruitment Consortium, a project of the Tides Center (HERC Jobs) from and against any suit, proceeding, claims, liability, loss, damage, costs or expense, which the Higher Education Recruitment Consortium, a project of the Tides Center (HERC Jobs) may incur, suffer, or be required to pay arising out of such infringement or suspected infringement of any third party’s right.

9. Terms & Conditions: The Higher Education Recruitment Consortium, a project of the Tides Center (HERC Jobs) reserves the right, in its sole discretion, to cancel, terminate, modify or suspend the Campaign should virus, bug, non-authorized human intervention, fraud, or other cause beyond the Higher Education Recruitment Consortium’s, a project of the Tides Center (HERC Jobs) control corrupt or affect the administration, security, fairness, or proper conduct of the Campaign. In such case, the Higher Education Recruitment Consortium, a project of the Tides Center (HERC Jobs) may select the Winner from all eligible entries received prior to and/or after (if appropriate) the action taken by the Higher Education Recruitment Consortium, a project of the Tides Center (HERC Jobs). The Higher Education Recruitment Consortium, a project of the Tides Center (HERC Jobs) reserves the right, in its sole discretion, to disqualify any individual who tampers or attempts to tamper with the entry process or the operation of the Campaign or website or violates these Terms & Conditions. The Higher Education Recruitment Consortium, a project of the Tides Center (HERC Jobs) has the right, in its sole discretion, to maintain the integrity of the Campaign, to void votes for any reason, including, but not limited to: multiple entries from the same user from different IP addresses; multiple entries from the same computer in excess of that allowed by Campaign rules; or the use of bots, macros, scripts, or other technical means for entering. Any attempt by an entrant to deliberately damage any website or undermine the legitimate operation of the Campaign may be a violation of criminal and civil laws. Should such attempt be made, the Higher Education Recruitment Consortium, a project of the Tides Center (HERC Jobs) reserves the right to seek damages to the fullest extent permitted by law.

10. Limitation of Liability: By entering, You agree to release and hold harmless the Higher Education Recruitment Consortium, a project of the Tides Center (HERC Jobs) and its subsidiaries, affiliates, advertising and promotion agencies, partners, representatives, agents, successors, assigns, employees, officers, and directors from any liability, illness, injury, death, loss, litigation, claim, or damage that may occur, directly or indirectly, whether caused by negligence or not, from: (i) such entrant’s participation in the Campaign and/or his/her acceptance, possession, use, or misuse of any prize or any portion thereof; (ii) technical failures of any kind, including but not limited to the malfunction of any computer, cable, network, hardware, or software, or other mechanical equipment; (iii) the unavailability or inaccessibility of any transmissions, telephone, or Internet service; (iv) unauthorized human intervention in any part of the entry process or the Promotion; (v) electronic or human error in the administration of the Promotion or the processing of entries.

11. Disputes: THIS Campaign IS GOVERNED BY THE LAWS OF the United States of America AND California, WITHOUT RESPECT TO CONFLICT OF LAW DOCTRINES. As a condition of participating in this Campaign, participant agrees that any and all disputes that cannot be resolved between the parties, and causes of action arising out of or connected with this Campaign, shall be resolved individually, without resort to any form of class action, exclusively before a court located in California having jurisdiction. Further, in any such dispute, under no circumstances shall participant be permitted to obtain awards for, and hereby waives all rights to, punitive, incidental, or consequential damages, including reasonable attorney’s fees, other than participant’s actual out-of-pocket expenses (i.e. costs associated with entering this Campaign). Participant further waives all rights to have damages multiplied or increased.

12. Privacy Policy: Information submitted with an entry is subject to the Privacy Policy stated on the Higher Education Recruitment Consortium, a project of the Tides Center (HERC Jobs) website. To read the Privacy Policy, click here.

13. Winners List: To obtain a copy of the Winners’ names or a copy of these Official Rules, mail your request along with a stamped, self-addressed envelope to: The Higher Education Recruitment Consortium, PO Box 3794, Santa Cruz, CA 95063 USA. Requests must be received no later than June 30, 2026.

14. Sponsor: The Sponsor of the Campaign is the Higher Education Recruitment Consortium, PO Box 3794, Santa Cruz, CA 95063. The Campaign hosted by the Higher Education Recruitment Consortium, a project of the Tides Center (HERC Jobs) is in no way sponsored, endorsed, administered by, or associated with Facebook, Twitter, or LinkedIn.

Behind the Title: JD Jordan, Information & Technology Services

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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 “Behind the Title” episode of Let’s Talk Higher Ed Careers, host Jessica Wise sits down with J.D. Jordan, Desktop Support Manager in Information and Technology Services at the University of Michigan, to explore his journey from the U.S. Air Force to IT leadership in higher ed.

J.D. shares how mentorship, adaptability, and a willingness to start at the ground level helped him grow from an entry-level role to managing multiple teams supporting campus-wide technology. He offers candid insights into the cultural differences between military and higher education workplaces, from communication styles to decision-making, and how veterans can successfully navigate the transition. J.D. also reflects on the deeper value of working in higher education: community, purpose, and the opportunity to shape the next generation.

Watch this “Behind the Title” 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.

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