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Ask a Recruiter: Nicole Todd, Pratt Institute

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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 HERC Jobs-produced Let’s Talk Higher Ed Careers podcast on YouTube and Spotify explores 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.

In this “Ask a Recruiter” episode of Let’s Talk Higher Ed Careers, host Marcia Silva talks with Nicole Todd, Talent Acquisition Manager at Pratt Institute, about what candidates should know about the higher ed hiring process.

With more than 20 years of experience across higher education, nonprofit, and corporate settings, Nicole brings a broad perspective on recruitment, talent strategy, and the candidate experience. She shares what helps applicants stand out, why transferable skills can be just as valuable as higher ed experience, and how candidates can navigate the often-lengthy hiring process. Nicole also offers practical advice on using AI in application materials, following application instructions, and setting up job alerts.

Watch this “Ask a Recruiter” episode on YouTube or Spotify 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.

How to Turn an Unstable Higher Ed Environment into Career Leverage

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Deadling with Change: Illustration of a person redrawing the directin of an arrow

Higher education institutions rarely shift direction without a reason, even if it feels like total chaos from the outside. Whether a campus is merging departments, overhauling student success initiatives, or executing a sudden strategic pivot under new leadership, major structural change is often an inevitability in academic careers.

These transition periods, while turbulent, are key opportunities to demonstrate undeniable value. Here is an operational blueprint for diagnosing an institution in transition, building influence within the shifting terrain, and turning organizational ambiguity into a career differentiator.

Step 1: Decode the Real Drivers Behind the Change

When an institution shakes up its organizational chart, the system is responding to specific pressures. To position your work effectively, you need to understand why the shift is happening and what priorities are driving decisions from the top down. Look past the buzzwords and examine the underlying landscape:

  • Identify the Core Mandate: Is the institution scrambling for financial sustainability, trying to close student equity gaps, or racing to align programs with regional workforce demands? Knowing what the broader system is ultimately measured against helps anchor your strategy to real survival metrics.
  • Trace the Ripple Effects: A budget cut in one office often means an expanded mandate for another. Look closely at where responsibilities land so you can identify the operational pain points your division, department, or team is positioned to solve.
  • Assess the Cultural Climate: Transitions always expose how an institution treats its people. Determine early on where communication functions as a transparent, two-way dialogue and where it relies on top-down directives.

Step 2: Focus on Adaptability and Steady Hands as the Antidote to Chaos

When a department or organization is in flux, teams carry a massive cognitive and emotional load. Anyone who can stabilize a room, bring calm, and provide structure to a foggy environment becomes invaluable during times of uncertainty. Amplify your impact through these three core competencies:

  • Protecting Core Operations: Highlight your ability to keep the daily work moving forward when reporting lines or priorities shift. Show how you help teams stay focused on students and core deliverables without getting paralyzed by organizational noise.
  • Bridging Silos: A professional’s true superpower during a transition is communication. Emphasize your ability to translate information across departments, calm anxious stakeholders, and build consensus among colleagues pulling in different directions.
  • Building Resilient Workflows: Position yourself as a builder rather than a bystander. Help your team establish or maintain simple, iterative habits and feedback loops, ensuring that as new structures roll out, people feel supported rather than overwhelmed.

Step 3: Evaluate Your Impact Through Strategic Questions

Navigating change in real-time requires asking the right questions to gauge organizational readiness and protect your trajectory. Use strategic, grounded inquiries to cut through the ambiguity:

  • “When this restructuring or new initiative was designed, what did success look like for the people doing the day-to-day work, and how are we supporting them through the pivot?”
  • “How are we balancing new institutional mandates with the practical realities of faculty and staff workload?”
  • “What does a successful next six months look like for our team, given that reporting lines and priorities are actively evolving, and how can I maintain stability and direction?”

Job Seekers Can Turn an Interview at an Institution in Transition to Their Advantage

If you are actively interviewing at an institution undergoing major restructuring, shift how you present from a candidate trying to fit in to a consultant diagnosing a problem. Search committees in flux are desperate for candidates who will not add to their cognitive load. Use the interview process to demonstrate your capability:

  • Offer Stability, Not Just Skills: Explicitly frame your background around how you have brought order to ambiguity in past roles. Show them you can execute when the playbook is still being written.
  • Ask Diagnostic Questions: Use the Q&A portion to assess their readiness. Ask search committees: “What is the primary friction point this role is expected to resolve during this transition?” or “How is leadership protecting team capacity while these new structural changes are implemented?”
  • Position Yourself as a Co-Creator: Hiring managers in transitioning departments aren’t looking for someone to maintain the status quo—they need someone who can help build what comes next. Connect your past achievements directly to their current operational gaps.

Turning Transition into Strategic Leverage

Organizational change introduces messy variables, but it also creates space for professionals to build structure, support their colleagues, and keep missions moving forward. By approaching a transitioning institution with grounded curiosity, operational clarity, and a focus on sustainable collaboration, you can turn institutional instability into your most compelling professional asset.

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: Making Higher Ed a Better Place to Work

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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 HERC Jobs-produced Let’s Talk Higher Ed Careers podcast on YouTube and Spotify explores 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.

What would make higher education a better place to work? In this “Higher Ed Pulse Check” episode of Let’s Talk Higher Ed Careers, host Marcia Silva talks with communications strategist and higher education expert Eddie Francis and HERC Executive Director Kari Steele to mull over the results of recent HERC Jobs LinkedIn polls exploring today’s workplace challenges in higher education.

The group discusses the challenges and opportunities of stepping into leadership roles and how respect, belonging, leadership accountability, and representation shape the employee experience. Drawing from their own experiences in higher education leadership, marketing, operations, and organizational change, Eddie and Kari offer thoughtful perspectives on navigating institutional culture, leading through uncertainty, and building workplaces where employees can thrive.

Watch this “Higher Ed Pulse Check” episode on YouTube or Spotify 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.

Leading a Team With Neurodivergent Members

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A higher ed professional leading a team with neurodivergent members

Whether you are already leading or plan to lead an academic department, research lab, or administrative unit in higher education, chances are your team includes neurodivergent professionals, such as individuals with Autism, ADHD, Dyslexia, Dyspraxia, Tourette Syndrome, or other cognitive processing styles.

For higher ed leaders, effective management isn’t about managing deficits; it’s about optimizing operational environments so diverse minds can thrive. Understanding these management practices helps you identify supportive, neuro-inclusive department cultures and articulate the management styles that best unlock your productivity.

Here is how higher education leaders can move from passive awareness to active, inclusive team leadership.

1. Shift from Executive Function Assumptions to Explicit Communication

One of the most common friction points in higher education management stems from unwritten rules, ambiguous timelines, and assumed workplace norms.

  • For Managers: Replace vague mandates like “Keep me updated on that grant project” with clear, actionable expectations: “Please send a brief bulleted list of progress updates via email every Thursday by 3:00 PM.” Provide clear agendas prior to department meetings and document decisions in writing afterward.
  • For Job Seekers & Employees: During onboarding or one-on-one check-ins, feel empowered to share your preferred communication channels and processing styles (e.g., “I process complex strategic plans best when I can review them in writing before discussing them in a meeting”).

2. Reframe Productivity: Focus on Output Over “Presenteeism”

Traditional academic and administrative environments often equate dedicated performance with physical presence, immediate verbal responsiveness, or rigid working hours.

  • For Managers: Focus evaluation strictly on high-quality output and project milestones rather than on how or where the work gets done. Recognize that sensory-overwhelming open office plans or noisy department spaces can drain cognitive energy. Normalize quiet working hours, noise-canceling headphones, or hybrid/flexible scheduling.
  • For Job Seekers & Employees: Look for departments that measure performance against explicit 30-, 60-, and 90-day milestone goals and project rubrics rather than informal office visibility.
  • Normalize AI-Assisted Workflows: Many neurodivergent employees now rely on AI tools for tasks like drafting written summaries, organizing scattered notes into structured plans, or rehearsing verbal responses before a meeting. Inclusive leaders should treat these tools the way they’d treat any other accommodation: as a normal part of how someone gets to a high-quality result, not as a shortcut that needs disclosing or justifying. Evaluate the output, not the process used to get there.

3. Rethink Departmental Meetings and Collaboration

Standard campus meetings, often fast-paced, multi-threaded, and reliant on rapid verbal debate, can create unnecessary barriers for team members with auditory processing or executive functioning differences.

Standard Meeting FrictionNeuro-Inclusive Leadership Adaptation
Impromptu Brainstorming: Requires split-second verbal processing and rapid turn-taking.Pre-Meeting Agendas & Asynchronous Input: Share agendas 24–48 hours prior; allow follow-up thoughts via email or shared documents post-meeting.
Ambiguous Action Items: Decisions made orally without clear task division.Written Summaries: Follow up with a clear, bulleted list of action items that assign specific tasks, owners, and deadlines.
Sensory Fatigue: Long, uninterrupted back-to-back committee sessions.Built-in Micro-Breaks: Keep meetings to 45 minutes or build in mandatory 5-minute stretch/sensory breaks.

4. De-Stigmatize Workplace Accommodations as Everyday Productivity Tools

In many higher ed settings, accommodations are still viewed strictly through a legal, HR-driven lens. Inclusive leaders integrate flexibility into team culture as a universal standard.

  • Normalize Adaptations: Frame tools like speech-to-text software, dual monitors, written meeting summaries, or flexible schedules not as “special privileges,” but as standard tools that enhance overall departmental efficiency.
  • Proactive Check-Ins: Instead of waiting for a formal disclosure or disability request, ask all team members during regular check-ins: “What tools, environmental tweaks, or workflow adjustments would help you do your best work this month?”
  • Keep the Practice, Regardless of the Label: As institutions navigate shifting scrutiny around DEI-branded programming, it’s worth remembering that most of what’s described here isn’t a DEI initiative — it’s basic management clarity that happens to remove disproportionate friction for neurodivergent team members. Written agendas, explicit expectations, and flexible work arrangements benefit the whole team and don’t require special framing or a program name to justify doing them well. Leaders can keep the substance intact even when the language around it is changing.

5. Value Diverse Communication Styles over “Tone” or “Social Rapidity”

Neurodivergent employees may communicate with exceptional directness, flat affect, or an intense focus on factual accuracy. In traditional academic cultures, this can sometimes be misconstrued as bluntness or lack of engagement.

  • For Managers: Train yourself and your team to separate substance from social presentation. Value direct feedback and thorough analytical critique for what it is: a drive for accuracy and institutional improvement.
  • For Job Seekers & Employees: Know that inclusive teams prioritize psychological safety, where direct communication styles are respected rather than penalized under subjective “culture fit” metrics.

Leadership Checklist: Is Your Department Neuro-Inclusive?

  • Are team expectations, meeting agendas, and project goals systematically documented in writing?
  • Does your department offer flexibility in how and where focused, individual work gets completed?
  • Do you proactively invite all team members to share their preferred communication styles?
  • Are performance reviews scored strictly against concrete deliverables rather than subjective social mannerisms?
  • Is your team culture built on psychological safety, where asking for workflow adjustments is normalized?

Unlocking the full potential of a neurodiverse team doesn’t just have to be thought of as meeting a compliance threshold or checking off an HR checklist. It’s about opening up the ways we think, collaborate, and solve problems together. When department leaders build environments grounded in clarity, flexibility, and genuine psychological safety, the impact reaches far beyond individual team members. It transforms research, elevates campus culture, and models the kind of adaptive leadership higher education needs right now. For candidates seeking their next home and leaders building their teams, embracing cognitive difference is a powerful way to turn everyday workplace collaboration into a welcoming environment for everyone.

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.

Behind the Title: Alicia Simon, Dual Career Services Coordinator

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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 HERC Jobs-produced Let’s Talk Higher Ed Careers podcast on YouTube and Spotify explores 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.

In this “Behind the Title” episode of Let’s Talk Higher Ed Careers, host Jennifer O’Neill talks with Alicia Simon, Dual Career Coordinator in the Office of the Provost at the University of Michigan, about the critical role dual career services play in faculty recruitment and retention.

Changing jobs is challenging. Relocating for a new opportunity with a partner can make it even more complex. Drawing from more than 20 years in higher education and her own experience as a dual career partner, Alicia discusses how dual career programs help faculty candidates, partners, and families navigate career transitions. She shares why successful recruitment is about more than filling a position, how candidates can advocate for themselves during the hiring process, and why higher education offers more career opportunities than many people realize.

Watch this “Behind the Title” episode on YouTube or Spotify 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.

2026 HERC Higher Education Workforce Survey Highlights

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puzzle pieces with question marks on them and magnifying glass in middle with a view of a lightbulb

Thank you to everyone who participated in HERC’s 2026 Higher Education Workforce Survey. Your feedback helps shape conversations across higher education about what professionals need to build meaningful, sustainable careers.

People haven’t lost faith in higher education, but they’re becoming more intentional about where they choose to work.

Those are among the key findings from HERC’s 2026 Higher Education Workforce Survey, which gathered feedback from 810 current and prospective higher education professionals. The results paint a picture of a workforce that remains deeply committed to higher education’s mission while placing greater emphasis on career sustainability, workplace culture, leadership, and opportunities for growth.

Purpose Still Matters, But It’s No Longer Enough

One of the clearest messages from this year’s survey is that higher education continues to attract people who want meaningful work.

Respondents value the opportunity to contribute to teaching, research, service, and student success. However, they also made it clear that purpose alone isn’t enough to build a long-term career.

Today’s professionals are looking for employers that combine mission with supportive workplace practices, manageable workloads, flexibility, transparent leadership, and opportunities for professional growth.

Job Satisfaction Doesn’t Always Mean Employees Are Staying Put

The survey also revealed an important shift in today’s workforce.

While 70% of current higher education employees report being satisfied or somewhat satisfied with their current role, nearly half say they are somewhat or very likely to leave their employer within the next year.

Likewise, 79% of higher education professionals are either actively searching for a new position or open to the right opportunity.

These findings suggest that many professionals remain committed to careers in higher education and are carefully evaluating which institutions offer the best environment for long-term success.

Workload Continues to Be a Major Challenge

For the first time, HERC introduced the Workload Strain Index to better understand how workload affects the employee experience.

The results show that half of higher education employees fall into the Rising or Critical workload strain categories, indicating that workload pressures are affecting employees across institution types, job functions, career stages, and work arrangements.

Rather than impacting a single segment of the workforce, workload has become a broad challenge that influences employee well-being, career decisions, and organizational stability.

What These Findings Mean for Job Seekers

If you’re exploring your next opportunity in higher education, the survey reinforces the importance of evaluating employers holistically.

Beyond salary and job responsibilities, consider questions such as:

  • Does the institution invest in employee development?
  • Is there a culture of supportive leadership and collaboration?
  • How does the organization approach flexibility and work-life balance?
  • Are employees given the resources they need to succeed?

The best career decisions are about more than finding a job; they’re about finding a workplace where you can grow and thrive.

Your Feedback Will Help Drive Change

The insights gathered will help HERC develop new resources, professional development opportunities, and research to support colleges, universities, and other higher education employers as they strengthen workplace practices.

Please participate in our quick polls on LinkedIn (follow HERC on LinkedIn) and our annual workforce survey (the next one will be in mid-2027).

Check out Top Articles on HERC Jobs.

HERC Releases 2026 Workforce Survey: Job Satisfaction Alone Is No Longer Enough to Retain Higher Education Talent

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San Francisco, CA — The Higher Education Recruitment Consortium (HERC) released the findings of its 2026 HERC Higher Education Workforce Survey, providing a data-driven snapshot of how current and prospective higher education employees evaluate work, stability, and career opportunities. Conducted from April 20, 2026, to May 22, 2026, the survey gathered input from 810 respondents, providing higher education institutions with valuable insights on attracting and retaining talent in a volatile market. [The full report, Closing the Gap: Recruitment, Retention, and Career Sustainability in Higher Education, is available to HERC members. If you are interested in learning more about the report, please contact Marcia Silva – see info at the bottom.]

The findings point to a workforce that remains drawn to higher education’s mission, but is more mobile, more selective, and more focused on whether higher education can support a sustainable long-term career.

“Higher education continues to attract people who are inspired by its purpose, but purpose alone isn’t enough to sustain a workforce,” said Jennifer O’Neill, Director of Programs and Research at the National HERC Office. “Institutions that align their workplace culture, career opportunities, and employee experience with the values they promote will be best positioned to attract and retain talented professionals. We’re encouraged by the work our member institutions are already doing to close that gap, and HERC is proud to support them as they build stronger, more sustainable workplaces.”

The annual survey, formerly known as the HERC Job Seeker Survey, was expanded this year to include two new indices: the HERC Workload Strain Index and the HERC Retention Risk Index.

Recruitment and Retention Now Depend on the Same Workplace Conditions

Salary transparency, flexibility, benefits, workplace culture, leadership, career growth, and workload all play a vital role in shaping whether candidates choose to apply, whether employees feel content enough to stay, and whether higher education seems like a viable career path.

Year-over-year data indicates both opportunities and risks for higher education employers. Active job searching increased from 38% in 2025 to 45% in 2026, and 79% of current higher education professionals are either actively seeking new roles or open to new opportunities. Those already employed in higher education have not dismissed the sector, presenting an opportunity for employers to attract and keep talent by strengthening their employer brand and clearly communicating their advantages.

Job Satisfaction Has Improved But Does Not Equal Stability

The good news is that those currently working in higher education report higher job satisfaction. Seventy percent of current higher education employees report being satisfied or somewhat satisfied with their roles.

However, increased job satisfaction does not necessarily mean employees are more likely to stay with their current employer. Nearly half say they are somewhat or very likely to leave their current role within the next year. Many employees remain committed to higher education work while questioning whether their current workplace is sustainable long-term.

Workload is one of the clearest pressure points in this year’s survey. Half of higher education employees fall into the Rising or Critical categories of the new HERC Workload Strain Index. Because strain is not concentrated in one single role type, institution type, modality, or age group, it should not be treated as a problem carried by one segment of the workforce. It is a capacity issue that affects retention, recruitment, and the ability to continue the work in higher education.

Looking Ahead: From Insight to Action

This year’s results show that the workforce remains committed to higher education but is now examining employers more closely and reevaluating what makes a role sustainable. Institutions shouldn’t try to solve all issues at once. The most effective approach is to focus on improving workplace conditions that influence both candidate choices and the employee experience, while also providing those responsible for the work with adequate support and development opportunities.

HERC will use the results of this year’s survey to inform new programming, resource development, and learning opportunities for its member institutions.

ABOUT THE HIGHER EDUCATION RECRUITMENT CONSORTIUM: The Higher Education Recruitment Consortium (HERC) is a nonprofit membership association dedicated to expanding the higher education candidate pool and fostering inclusive workplaces. HERC advances the recruitment, retention, and career growth of talented faculty and staff, helping to create workplaces where everyone can thrive. Our membership includes higher education institutions ranging from technical and community colleges to research institutions and teaching hospitals. Through resources and collaboration, HERC supports member institutions in attracting and retaining top talent. For job seekers, HERC Jobs is a central hub for discovering, applying for, and succeeding in higher education careers.

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

Interdisciplinary Career Paths: How to Expand Beyond Your Department

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Interdisciplinary Career Paths: Illustration of professionals looking down at arrows pointing to different paths

Higher education is traditionally built on structures of specialization. We are organized by departments, siloed by divisions, and trained to dive deep into a singular field of study or specific functional area. For many higher education professionals and faculty members, this structure provides a clear sense of identity and community.

However, sticking strictly to one department can also mean missing out on some of the most dynamic and innovative work on campus.

Embracing an interdisciplinary approach doesn’t mean abandoning your core expertise; rather, it means learning how to translate and apply your skills across structural boundaries. Whether you are looking to revitalize your current academic research, transition from faculty to staff (or vice versa), or position yourself for a leadership role, expanding beyond your department is a powerful way to future-proof your career in higher education.

Why Expand Beyond Your Silo?

Stepping outside your comfort zone and working across disciplines offers distinct professional advantages:

  • Diversified Skillsets: Navigating different departmental cultures teaches you to speak multiple “institutional languages”—a crucial trait for higher education leadership.
  • Resource and Funding Opportunities: Grant-making bodies, corporate partners, and university foundations increasingly prioritize initiatives that blend multiple fields to solve complex, real-world problems.
  • Enhanced Career Mobility: When your internal network spans multiple divisions, you become a natural candidate for versatile, cross-functional roles such as director of strategic initiatives, student success coordinator, or center director.

Strategies for Building a Cross-Departmental Career

If you’re ready to look past your immediate hallway, here are four practical strategies to build an interdisciplinary professional footprint.

1. Audit and Translate Your Transferable Skills

Before you can build bridges to other departments, you need to understand how your current skills look to an outside audience. Academia often uses highly specific terminology, but the core competencies are universally valued.

If your department sees:The broader university sees:
Designing a new course syllabusCurriculum architecture & instructional design
Managing a multi-year research projectEnd-to-end project management & data governance
Faculty senate or committee participationCross-functional stakeholder alignment
Advising student groups or mentoringTalent development & retention strategy

By reframing your daily tasks as universal operational skills, you make it much easier for colleagues in other divisions to recognize your potential as a collaborator.

2. Seek Out Institutional “Collisional Spaces”

You don’t have to wait for a formal job opening to start collaborating across silos. Look for existing campus structures designed to bring different minds together.

  • Campus-Wide Task Forces: Volunteer for committees that handle universal campus issues, such as sustainability initiatives, digital accessibility upgrades, or strategic planning committees.
  • Research Centers and Institutes: Specialized university centers (like data science institutes, humanities centers, or innovation hubs) are inherently interdisciplinary and regularly seek affiliates, guest lecturers, or project managers from diverse backgrounds.
  • Professional Development Communities: Attend university-wide workshops, teaching excellence seminars, or staff councils. These are excellent, low-stakes environments to meet peers outside your usual circle.

3. Pitch Joint Initiatives

One of the most effective ways to break down silos is to build the bridge yourself. Look for natural intersections between your department and another, and propose a small, collaborative pilot project.

  • For Faculty: Co-design a cross-listed course or a team-taught seminar with a colleague from an entirely different division (e.g., combining environmental science with media studies to explore climate storytelling).
  • For Staff: Partner with a counterpart in a different student service area to co-host an event, such as a joint workshop between the Career Center and the Office of International Students.

4. Leverage the Interview Process to Signal Versatilityw Process to Signal Versatility

If you are currently on the job market or applying for an internal promotion, use the interview process to position yourself as an agile, cross-functional candidate.

Show search committees that you understand how your target department fits into the university’s larger ecosystem. You might ask questions like:

“How does this department collaborate with student affairs and academic divisions to support holistic institutional goals?”

“What opportunities exist for this role to contribute to campus-wide initiatives or cross-departmental working groups?”

The Future of Higher Ed is Interdisciplinary

The most pressing challenges facing modern universities cannot be solved within a single department. They require professionals who can see the big picture, connect disparate dots, and foster genuine collaboration.

By intentionally expanding your career path beyond your immediate department, you enrich your daily work, broaden your professional community, and open doors to unexpected, rewarding career trajectories.

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.

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.

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