Recruiting Intelligence

Reading Jon Boeckenstedt’s piece “I’ve Worked in Admissions for 40 Years. It’s More Stressful Than Ever,” published last month in The Chronicle of Higher Education felt like a familiar conversation. It will help remind you that your admissions stressors are not yours alone; you’re in good company. (Jon is vice provost for enrollment management at Oregon State University).

That article was a particularly apt read coming on the heels of the Association of Governing Boards (AGB) annual conference where university trustees and leadership gathered to discuss big industry issues (read Intead’s key takeaways from that event here). These individuals were representing the other side of Boeckenstedt’s coin.

On the one side is “The Number.” Those enrollment targets or revenue figures that are at best daunting, at worst utterly unreasonable to actually meet. And these numbers seem to grow higher each year. On the other side of the coin are leadership’s own goals – namely having to do with the very viability of the institution you’re serving.

Truth is, there really is no toss-up. The coin lands leadership side up every time.

Heading To NAFSA 2023: Our presentation with SIO Paulo Zagalo-Melo (Western Michigan University) and Reporter Karin Fischer (Chronicle of Higher Ed) will be on Wed. May 31 at 9:30am. A reality check with the data that informs our student recruitment decisions. Hope you'll join us. Be in touch to meet with us during Nafsa: info@intead.com.

So, the churn continues. Your target numbers rise. You must be able to think quickly, act nimbly, and produce the enrollment results. This is where a good partner comes in (yes, shameless plug, but it’s so true).

The way we see it, there are three pools of students that represent growth opportunities right now:

1. International students
2. Adult learners
3. Underprepared students

Read on for our quick perspective on these 3 pools and the unique approach needed for each to first, choose your campus, and second, to succeed there.

If only for a cohesive, supportive team.

Almost 1,000 Edu trustees and presidents attended the Association of Governing Boards (AGB) annual conference in San Diego a few weeks ago. 80% were university trustees – volunteers who help keep the US higher educational system running. That’s an impressive thought right there.

As you can imagine, conference sessions addressed big ideas. Yet, consistent themes came to life in almost every session I attended.

• Team approach is in short supply between trustees and university administrations.
• Pressure to change the higher ed business model is growing, yet few institutions have the wherewithal to address it as quickly as needed.
• Most have been avoiding the difficult conversations facing all of us. This is making things worse, even dire.

A bit of a downer. But stick with me. The ideas matter.

The higher ed business model has long needed to change. According to AGB, 25-35% of US institutions are experiencing a negative cash flow. Let that one sink in.

Quick math: the US has ~4,000 higher education institutions. 25% of 4,000 = 1,000. Mmmm hmmm.

Negative cash flow. 1,000+ institutions.

So that, along with the fear-inducing age demographics we are all grappling with (fewer traditional US students ahead), there is reason to be concerned and reason for the conference presenters to continue to ring the warning bell that has been sounding for nearly a decade. This has all been predictable and predicted.

Which brings us back to point #3 above: human beings don’t really like difficult conversations.

Which leads us to the importance of a cohesive team. The challenges we all must face right now, this year, and for the foreseeable future, require an aligned team. Those without that alignment are going to falter, a lot.

On the brighter side, it’s not as if human beings have never faced challenges before. The history of the world is full of stories of challenges faced and overcome. We have a responsibility to face the challenges before us now as those who came before us faced theirs – giving us the opportunities we have ahead.

Frederick Douglass: “If there is no struggle, there is no progress.”

Below you’ll find inspiring exploration of where we all go from here to make our institutions rise despite the challenging times. I’ve grabbed some of the best insights from the sessions that prompt us to explore, evaluate, plan…and then, since these are trustees, they hand it off to others to deliver. (That means you ; -) And don’t worry. We’re right by your side. We are up for it and eager to dive in.

To get the inside scoop on how your institution will face the future, read on…

Your MBA program had been a sure bet for years. So, why the more recent application declines?

The latest data from Graduate Management Admission Council’s Application Trends Survey – 2022 Summary Report offers a clue. According to the report, which collected data on applications received by graduate management education programs for the 2022-23 academic year, 76% of professional MBA programs in the US saw a decline in applications, as did 75% of part-time MBA and 67% of executive MBA programs.

Those are some significant across the board declines. So, clearly you are not alone.

The only outlier: flexible MBAs. Just over half of these programs, which allow students to change between full-time and part-time status, reported application volume growth. An important indicator of the flexibility the current cohort of MBA students find important to their decision making.

If you'll be at the AGB Conference in San Diego on April 1, 2023, please reach out. Happy to buy you a cup of coffee and talk about best practices in leading in internationalization.

As we’ve reviewed the data and the global landscape, we can see there are opportunities for programs that focus on market demand (as opposed to “doing what we’ve always done”).

So maybe it’s not the sky that’s falling on the MBA, it’s the student landscape that’s shifting – as it tends to do. Read on for a link to the GMAC report and our take on what you can do to boost your MBA enrollment rate.

Love this photo: a last-minute session prep discussion as we reviewed the slides for our AIRC 2022 session all about the student journey. The student path to enrollment is really no path at all. That, despite even our best efforts to pave a smooth walk to first-year orientation.

Experience tells us time and again that the actual route to enrollment is filled with intersections, stop signs, potholes, and wrong ways. And influence comes from all directions. It is a multi-factor decision for students. And the path itself is not linear.

In December, Intead had the great pleasure of sharing the stage with Vanessa Andrade and Sean Cochran at the AIRC conference in Los Angeles. Vanessa is the SIO and director of international partnerships at California State University, Northridge, and Sean is the international enrollment management director at California State University, Long Beach. It was a lot of fun. Our session prompted a great discussion with attendees – a hallmark of AIRC Conference sessions.

If you couldn’t sit in, don’t worry. We’ve got you covered by making our slides available to you for a limited time.

And Hey! If you are at AIEA next week in DC, look us up. Join us for a great session on how trend data informs international student recruitment planning. Co-presenting with Karin Fischer from Chronicle of Higher Ed and Dr. Ahmad Ezzeddine from Wayne State University.  Always happy to talk through this student journey perspective to help you hone your approach.

 In the AIRC session back in December 2022, we had a few important learning objectives:

• Learn to re-envision the many and varied touchpoints of the student journey
• Gain perspective on which touchpoints can be controlled and emphasized to help students select a “best fit” institution
• Understand, from the student's point of view, just how influential some of the nontraditional touchpoints are to university selection

 Sound worthwhile? It is. Read on to access this valuable content.

Consider the fact that postsecondary institutions have lost nearly 1.3 million students over the course of the past two years. And last year over 940,000 “Some College, No Credential” students re-enrolled. Do the math.

The National Student Clearinghouse Research Center issued its latest “Some College, No Credential Student Outcomes” report, and the numbers are as you may expect. Large.

Based on July 2020 headcount, the NSC shows there are now 39 million people who can claim some-college, no-credential (SCNC) status—up 8.6% from 2019. In real-time, though, we are confident those numbers are even higher.

Look, we don’t need to tell you that we just wrapped up the fifth consecutive semester of declining student yield. After all, you’re knee-deep in recruitment expectations right now. And those of us working with the undergrad population, well, we’re down about 1.4 million students since 2020.

We are all feeling that and struggling with how all those predictive models seem to be anything but predictive right now. Weren’t they supposed to help us all hone in on growth? A few assumptions there need to be recalibrated.

But, there’s a story in this latest data that may be more optimistic than the doomsday headlines would suggest. Per various pundits’ predictions, a recovery rise in enrollment is on the horizon along with the demographic shift that points to an overall decline in the number of high school graduates. The SCNC crowd represents a significant opportunity that is so often overlooked as traditional recruitment efforts focus on the fresh out of high school crowd.

For the SCNC segment (a rather large segment that requires further segmentation -- they are not one block with common traits), it’s a matter of finding them and presenting your institution’s distinct opportunities to them. They clearly have different motivators and a different decision-making timelines than high school graduates.

Taking a closer look at the National Student Clearinghouse SCNC report – the third in a series – you’ll find that it quantifies the population growth of this large student subset and identifies levels of opportunity for re-engaging these one-time students. Sound interesting? It should if you’re looking to boost enrollment.

Unlike previous reports, this one tracks:

• Re-enrollment (students who hold a valid enrollment record)
• First credential (those earning their first-ever credential during the first academic year of stopping out)
• Perseverance (indicated by continuous enrollment after re-enrolling in 2019/20).

So, lots of good stuff.

For our key takeaways on SCNC prospects including best-bet recruitment opportunities, read on. And for actionable inspiration on how to woo this important crowd, check out our ebook: “Quality. Cost. Convenience.”

What others are saying: This must-read primer will help anyone looking to better position their institution within today’s complex and competitive recruitment landscape. This is your guide to adapting to the new competitive environment.

~ Dr. David DiMaria, Senior International Officer & Associate Vice Provost, University of Maryland, Baltimore County

We recently talked with students past and present from Vietnam to Bangladesh and heard encouraging stories.

• A professor hand-delivered a recommendation during the early phase of the pandemic.
• A class specifically designed around a student’s pursuits.
• A helpful phone call to a trusted member of the international student services team when tragedy struck.

Stories that embody the kind of student-first experience we all imagine we provide to our students. It’s the kind of experience we certainly all tell the world of prospective students (and parents) that we will deliver.

The reality, unfortunately, is often quite different. Blame branding or the bottom line (lack of resources), but the undeniable truth is that competing priorities often win out over the well-founded ideal of student-first. 

Today’s post is not a how-to on making your website user-friendly. Today we put a spotlight on the policies and actions that put students first. We’re looking at what is undermining your institutional integrity and how you can address it. And trust us, students are well aware of how well your institution delivers on the promise of student-first. And they tell stories. So, yes, this post is enrollment marketing-focused.

When you delight, they gush with positive word-of-mouth support. And when you fail, they tell that story too.

To offer deep perspective on this topic, in addition to our own experience, we tapped a few colleagues who know more than a thing or two about fostering the student-first mindset:

• David Hautanen, Vice President for Enrollment Management at St. Mary's College of Maryland
• Jessica Sandberg, Dean of International Enrollment Management at Duke Kunshan University
• Jewell Green Winn, Senior International Officer of International Affairs at Tennessee State University (and newly appointed chair of AIEA)
• Brad Farnsworth, Principal of Fox Hollow Advisory and former Vice President at the American Council for Education (ACE)

They each had great perspective on the subject. We are so appreciative of their time and the insights shared. You, our readers, are the beneficiaries of their wisdom.  

Read on to learn concrete actions you can take now to help ensure your enrollment program is student-first. Is this post a good one to share with your leadership? Uhm, yes.

In last week’s post we shared the findings from the National Student Clearinghouse Research Center’s latest report on summer enrollment numbers.

We also made a prediction — that the typical recession uptick in people trying to upskill will look a little different this time around. Remember that large drop off in summer community college enrollments we saw in the NSCRC data?

Yes, there will be market demand for new skills as the economic effects of the pandemic persist, but with the job market drastically altered by a new reality of virtual work and the decimation of roles (retail, restaurants, tourism) in the service industry, specific programs will have outsized interest in a way that we’ve never seen before.

In Part 2 of our data-focused series, we turn our focus to one of our favorite topics: non-traditional students. Or more specifically, the pool of 36 million individuals in the US who have some college, but no degree (SCND, as defined by the National Student Clearinghouse Research Center.)

We wrote the book on this back in 2018. Literally. (Don’t worry, a free copy of our non-traditional student eBook, complete with strategy recommendations and case studies from your peers is available for download below.)

This is an audience of 36 million potential students that is yours for the taking if you’re ready to get to work. And if you know how to recruit them. It gets a bit tricky as they are not all 18 years old and following a standard pathway from high school to college. Hence the term non-traditional. Our point: they are harder to target en masse.

And although their rate of enrollment during the pandemic is not yet clear, we have some predictions on how this is going to play out.

Read on to learn who these students are, what they’re looking for in the COVID-era, and what this means for your marketing.

Your institution’s mission has not changed.

Despite all that is swirling around us, you are still in the business of helping people improve and achieve. You are still helping them understand what to learn and how to learn it.

Resilience is Built

Many institutional leadership teams are demonstrating the very resilience their mission statements say they will instill in their students. Others are suggesting business as usual with little change to their operations beyond physical distancing practices.

Investing in adaptation and innovation builds long-term resilience. This is what students are doing by investing in their educations – building resilience.

What is the story we tell students and parents? “Take the risk. We know it is a lot of money, but you’ll be better off in the long-term.” We tell students to invest in a 4-year growth plan, and we reinforce it along the way, “Don’t be deterred! Finish in 4 years!”

Are academic leaders following that same advice to build resilience for their institutions? Or are they crying poor, just like the students they are trying to convince to spend savings and take on debt for future gains?

Here’s the thing: institutions rarely stick to their own 4-year plans.

Example: Enrollment marketing initiatives often start with 3-5 year plans. The team acknowledges that real returns won’t materialize in years 1 or 2. And then, turnover in senior administrators and other outside factors suddenly defund the growth plan and little to no progress gets made. The planned investment halts after just 12 months.

I’m sure you’ve seen this happen all too often.

What To Do?

Develop the vision. Build the buy-in. Invest in the execution. Stay the course.

We will be adding a new set of research and resources available to our Intead Plus members over the next 8 weeks to help you do just that.

Read on to take a look at where forward-looking institutions are making these investments for longer-term growth (case studies are available).

How does a university facing reduced enrollment find new sources of revenue? Let's get specific. 

There are a number of answers to this question. And they hinge a bit on how much time your institution has. Is this need for diversified sources urgent, as in, “Let’s get a new program out there this summer to increase fall enrollment”? Or do you have funds (endowment or reserves) to draw upon for the next year to weather the storm, allowing new revenue sources to be developed more slowly?

Either way, the response will require speed -- not a strong suit for academic institutions in general. And it requires a level of nimble creativity and well-coordinated collaboration. These are hard combinations to pull together. But mostly, it is the compressed length of time to bring a new idea to market that will likely be your biggest challenge.

With this post we are offering a range of ideas for new academic programs that you can offer to students across the country and around the world. For the most part, these are all programs that you can create from what you have on hand already. There’s a bit of repackaging and rebranding required. And an innovative delivery system. But it can all be done in the time you have available.

What’s the catch? Why haven’t you done this before? Well…

To succeed at this, you must have support from the those at the top and the ability to innovate. Easier said than done. But now your success depends on just that — getting it done. 

Want to find a way to fill the looming holes in your revenue streams? Our recommendations and tips follow.

This is not for the feint of heart. Buckle up and read on.

Thinking about tech bootcamps as a new revenue stream? We are.

If you've not already read last weeks post about Full On Armchair Recruiting with clear and supported guidance on what comes next for student enrollment, student experience and student services, well, we highly recommend it ; -)  We've received a fair number of emails from your peers who found the advice highly valuable as they make plans for fall 2020 and beyond.

Here's the thing: given anticipated and imminent enrollment drops, new revenue sources are going to be really important.

With all the changes happening now and coming down the pike for academia, we want to continue to look forward and point the way for how your institution demonstrates its value and hopefully finds new revenue sources. Turns out, in this environment, thinking about new revenue streams has suddenly taken on a fevered pitch. That's a good thing. We LOVE innovation.

You and your colleagues have likely talked about the quick-hit education providers cropping up in the form of coding bootcamps. We’ve been keeping an eye on these burgeoning businesses ourselves. After all, they’ve been sprouting like weeds over the past eight or so years.

Their aim is to teach practical skills to nontraditional students looking to enter or change careers or move up the professional ladder. Courses tend to use project-based learning to cover topics like full-stack web development, digital marketing, data analytics, UX/UI design, cybersecurity, cryptocurrency, blockchain and more.

Universities have seen this as a threat to their engineering and IT offerings. But are they truly threats?

Within the past few months, Michigan State University, George Washington University and the University of Toronto School of Continuing Studies each announced their own tech bootcamp (or fintech) programs. There are others taking this direct competitive approach.

The trick for many universities is that their infrastructure is not necessarily set up to provide continuous, short-run programs. One challenge for bootcamps is that their administrative infrastructure is slim and stuggles to support scaled growth. They also struggle with credibility. Will their certificates have value for the graduates over time?

Can you see where we’re going with this?

There’s an opportunity for a symbiotic relationship that can benefit students, local economies and your respective programs. Enrollment marketing, take note! Read on.