Calling for a Return to Relationships

Irene Hillman

Irene Hillman, Manager of Career Development, College of Business, Decosimo Success Center, The University of Tennessee Chattanooga
LinkedIn: https://www.linkedin.com/in/irenehillman

When I was first introduced to the world of student services as an educational psychology student, what intrigued me was the coaching aspect. I was taught that the key to successful coaching was to recognize your student as resourceful and whole, and to “meet them where they are.” That phrase, a decade and a half later, still floats into my brain when I talk with a client.

It takes a good deal of curiosity to really find out where a student is in her path of life and where she wants that journey to lead. Probing questions are called for, along with the ability to offer real encouragement and very often a sense of humor plus a sympathetic ear. In short, challenging a student to head toward his or her individual goals requires an authentic connection—an honest-to-goodness old fashioned relationship where you know the other person and where she’s been, where she is, and where she is going.

But I see this art of coaching frequently dwindling in career development departments. As colleges and parents focus on the ROI of the ever-increasing tuition payment, the focus has tipped, in my opinion, towards “checking the box” of offering services.

As we struggle to serve a large population, automating processes has become the norm. Resumes are dropped off by students, checked for typos by career services associates, and picked up the next morning again with rarely a discussion of what type of job the resume is trying to target or transferable skills a student might have left uncovered. Students are given access to a myriad of career assessment tests but may never have a conversation with an adviser about how results should be interpreted or how the results might affect their college experience. Pamphlets about the importance of job shadows, professional associations, networking—you name it—are developed and distributed without follow up to see if students understood the advice, are ready to get their feet wet, or have the support they need to make real progress.

In this stunted model, the responsibility is placed on the student to build their own career development program using the bits and pieces we provide. Have you ever heard of a baseball coach putting bats, gloves, and balls on the field and then sitting in the dugout? Our intentions are good and the resources are solid, but our efforts are in danger of falling flat in terms of providing support that actually moves a student toward career success.

I propose that the way to help a student is to know a student. Have all these resources and tools ready to use and share, but at the right moment—when your client is ready to take that particular step in her journey.

And, I should mention, only in a real relationship can you expect accountability from a student. In any other scenario, all you can do is cross your fingers and hope students are listening to the advice out there—on your department’s website, in the pamphlets, in your class visit—but they are more likely listening to whatever is streaming through their headphones. I have heard many career services professionals complain that students are unresponsive and lackadaisical. I am positive that those same students would be attentive and engaged if a relationship was in place with their career adviser.

Another thing to consider is the impact not having relationships with your students will have on employers. How would I identify which job opportunity or company I would recommend to a student without understanding his/her objectives and strengths? I would be failing my employers as a result of not knowing my students.
If I’m worth my salt as a career development professional, I want to be able to push a student toward progress—and progress is a highly subjective term. I need to be keenly aware of what progress would mean to the individual in front of me. There is no standard or bulk option. Does this stretch me thin? Heck yeah. Is it worth it? Heck yeah. Relationships are what make me love being a career development professional. Seeing my students transform into flourishing professionals is the best feeling in the world. And if I was busy checking the box, I would miss it.

A Week in the Life of a Career Services Leader

board-christiangarcia

Christian Garcia, Associate Dean and Executive Director, Toppel Career Center, University of Miami LinkedIn: https://www.linkedin.com/in/christiangarcia     Twitter: @christiangarcia

“What the heck do you do all week?” Yeah, I’ve been asked that question here and there (insert eye roll emoji), so here are some highlights from a recent week on the grind. I didn’t include everything because a guy’s gotta have some mystery, right? Oh, and head on over to HireACane.com to learn more about the programs and initiatives I reference below.

MONDAY

8:00 a.m. Doctor’s appointment to get test results from annual physical (aside from a Vitamin D deficiency, all is good).

8:45 a.m. Quick stop at Starbucks on the way into the office: Trenta Iced Coffee with cream and six Equals, oatmeal with nuts and brown sugar. Repeat Tues. – Fri.

9:00 a.m. Toppel huddle, which happens every Monday, is a quick lightning round where each staff member shares what is on their plate for the week. The huddle occurs in the career center lobby (regardless of visitors present) and lasts no longer than 10 minutes. 

10:00 a.m. Strategic planning meeting with my leadership team to discuss where we are currently and next steps. For the past year, the entire Toppel staff has been immersed in the strategic planning process, which kicked off with a visit from career center innovators: Amjad Ayoubi (Tulane), Christine Cruzvergara (Wellesley/previously George Mason), and Joe Testani (U. of Rochester). During Meeting of the Minds, which we dubbed a “modern day external review,” each team within the center presented a pitch of their vision for Toppel in 2025. A number of brilliant ideas were presented and have been molded and shaped since last March, culminating in the soon-to-be-unveiled Toppel 2025: Career Services is Everybody’s Business. That’s all I can share at this point…stay tuned!

Afternoon set aside for planning a presentation to the Parents Council later in the week. The Parents Council, a group of about 80 influential parents, meets a few times a year and I have been invited to share with them my vision for the future of career services. Little do they know that they’re getting one of the first glimpses into Toppel 2025…

TUESDAY

9:00 a.m. Strengthening teams meeting. For the sake of brevity, check out my previous post All Play and No Work?

11:30 a.m. Lunch planning meeting for the 2nd Annual Lavender Celebration. Toppel was a proud sponsor of the inaugural graduation celebration for LGBTQ graduates last year and will continue to support this important event for years to come.

2:00 p.m. One-on-one with my boss, Senior Vice Provost and Dean of Undergraduate Education. Discuss recent accomplishments, update on strategic plan, brainstorm topics for his speech to a group of 21 career center directors visiting U.M. next month, and I’m quickly outta there.

3:00 p.m. One-on-one with my Associate Director of Assessment and Communication. This meeting basically consisted of me gushing over all the extraordinary work he and his student intern team have been producing!

WEDNESDAY

11:00 a.m. Skype call with one of my NACE mentees. Jeffrey (College of Brockport-SUNY) knows about my undying love for Madonna and today, he created an agenda that used a different Madonna song for each agenda item. #hegetsme. This year, I hit the jackpot with not just one, but TWO, pretty amazing mentees who I know will be future leaders of our profession! The other one is Ryan from Muhlenberg College. I’m planning a future post all about our experiences in the NACE Mentor Program which is going to be cool!

1:00 p.m. One-on-one with my Associate Director for Career Readiness, who is one of the most genuine and positive individuals I have ever met. And by the way, she’s been talking about career readiness before career readiness was a thing!

2:00 p.m. Run all over the building to make sure it’s clean and tidy. See next entry.

2:15 p.m. Visit from Patricia Toppel. Yes, our namesake dropped by with her son and two granddaughters who wanted a tour of our beautiful building, which would not have been possible without the generosity of the Toppel family. Mrs. Toppel is a class act and I always love when I have the opportunity to see her.

6:00 p.m. Happy hour with our Associate Director, Employer Development, Washington, D.C. Hilary lives and works for us in D.C., but spends two weeks in Miami each semester. As always, the staff gathers for a happy hour in her honor before she leaves. Miss her already!

THURSDAY

9:00 a.m. One-on-one with my Director of Career Education, who is doing a phenomenal job managing his area and empowering his team of career advisers. He led our recent transition to Chaos Theory as our department’s theoretical framework and it’s already transforming the work!

11:00 a.m. Meeting with Gapingvoid, the organization responsible for the amazing artwork at Toppel. Discussed ways to continue our partnership and some exciting upcoming collaborations. Check out our building and artwork here and an article and video about how art has transformed culture at our center here.

3:30 p.m. Retirement party for one of U.M.’s most iconic and longstanding faculty members and administrator (more than 40 years of service).

FRIDAY

9:00 a.m. One-on-one with our Assistant Director of Graduate Student and Alumni Career Programs. We discussed a program she co-leads, Professional Development Academy, which is for juniors and students, and uses NACE’s Career Readiness competencies as its guiding framework. It’s an excellent initiative!

12:00 p.m. Phew…my presentation to the Parents Council was a big hit! They loved the five pillars that encompass the vision for our future of career services at U.M. I also garnered a lot of interest in launching Career Crawls across the country and our first international Crawl to London. Cheerio!

2:00 p.m. Meeting to discuss progress on pilot program to integrate academic and career advising. This has been and will continue to be lots of work but we will get there!

3:00 p.m. Meeting with a vendor regarding a potential partnership on a pretty cool and innovative assessment tool app. That’s all I can say right now…!

4:00 p.m. Video shoot to welcome parents and family to the Toppel Insider: Family Edition e-newsletter. After over 20 takes, I finally nailed it but we have decided to include some bloopers in the final video. Should be interesting!

7:00 p.m. A nice bottle of red wine (Cabernet) is removed from my wine fridge and cracked open to enjoy and ease into the weekend! That’s it. You’re not following me into the weekend!

 

 

Saying Yes to the Global Career Services Summit

Kelli Smith Director of University Career Services at the Fleish

Kelli K. Smith, Director of University Career Services, Fleishman Center for Career and Professional Development, Binghamton University
Twitter: https://twitter.com/drkelliksmith
LinkedIn: http://www.linkedin.com/in/kellikapustkasmith/

A few weeks ago I returned from the inaugural Global Career Services Summit held at the University of Leicester in the United Kingdom (U.K.). It was the brainchild of Bob Athwal, Director of Student Experience and Careers at the University of Leicester, and Tom Devlin, Executive Director of the University of California Berkeley Career Center.

The program was the first of its kind and included a group of 68 career professionals invited to participate and some select sponsors from eight countries. The primary focus of the summit was to share best practices, discuss accountability within our profession, examine the global work force of tomorrow, explore new career center models, and provide opportunities for cultural exchange among practitioners. Since it was, perhaps, the most beneficial professional development experience of my life thus far, I wanted to share a few reflections. I was struck most by the fact that we were all dealing with very similar issues. Yes, we have some different terminology. We use the terms “placement” or “career outcomes” where our U.K. friends use “employability.” But I left intrigued by how the challenges we face and the innovations we are attempting are quite comparable. For example, we all face the challenge of our institutions recruiting more and more international students, but our governments restricting their ability to work in our country. In fact, by percentage, our friends abroad face this challenge even more than we do in the United States.

Secondly, we are all acutely aware of federal—and in many cases more so state—pressure on institutions for positive career outcomes. At the same time, our Take the National Student Survey Todaycolleagues in the United Kingdom are dealing with the “DHLE” (Destination of Leavers). We now have NACE standards providing our institutions much needed structure to create an “apples to apples” comparison for parents (as noted in this recent article by Billie Streufert), they have the National Student Survey which was prominently promoted all over the University of Leicester student union area, including large promotions along their walkways.

There are striking similarities in how we are challenged with a barrage of reports about the skills gap our college graduates have. As we know here in the U.S., a National Association of Colleges and Employers (NACE) task force comprised of representatives from both the higher education and corporate world developed a definition and identified seven competencies associated with career readiness for the new college graduate in 2015.

After being inspired to research a bit more what, for example, the U.K. is facing in this regard, I found an interesting blog from the London School of Economics and Political Science by Steven Ward. This helped me rethink the way I view this perceived gap and how we can add to the conversation in a different way. Without the conference, I would not have discovered this article and had my thinking challenged in that way.

The skills gap holds some new graduates back.It was also striking how we are sometimes responding in similar ways to external challenges. For example, during the tour of our host institution and career center at the University of Leicester, which has approximately 21 thousand students, we examined the efficiency of their appointment model and how they moved from hour-long appointments to 20 minute appointments with significant pre-work assigned to students in advance.

We needed to make similar changes at Binghamton University and moved to a structured amount of time for our walk-in appointments and to 30-minute individual appointments, allowing for us to grow our individual appointment number by 130 percent the following year with the same staffing. However, while we did have “pre-work” assigned to our practice interview appointment students, we have not done what Leicester has with our other appointments So, I plan for our department to examine that concept further.

And while we have dipped our toe into a program to assist in sophomore’s professional and leadership development skills, I liked seeing how Leicester partnered with an external vendor, The SmartyTrain, to create an innovative skills development program called “The Leicester Award.” I predict that we will, over time, see more career centers developing innovative ways to help students develop the key skills we know employers are seeking, rather than only educate students about what the skills are and how to best articulate their skills and strengths.

Marilyn Mackes leading a session

Marilyn Mackes leading a session

Naturally the networking and new friendships made with leaders in our field that I admire was, personally, my favorite part of the conference. It was also noted as being one of the best benefits for others; 66 percent of the participants stressed the importance of networking as being a primary conference benefit. It set the stage for professionals in our field from Australia, Canada, England, Ireland, Italy, United Arab Emirates, and the United States. to engage in meaningful relationships, thus opening up opportunities and potential collaborations that may otherwise not occur.

One of my biggest professional takeaways was around an idea that Paul Blackmore from the University of Exeter brought up one night at dinner. We often do not realize how we can get stuck in a systems thinking mindset within our own countries. When we expose ourselves to others outside of our regular connections and cultures, our thinking is challenged and we may take different—and better—approaches to solving challenges that we might not have otherwise even considered. We begin to question our own stereotypes and traditional ways of thinking, as well as aspects of our own culture that were previously unexamined. It all sounds quite similar to what we say our students gain when they study abroad, right?

I also left with some questions…

  • How much do economic conditions affect our profession’s current state of being and initiatives?
  • What would our experience have been with a mix of different countries? It was a great start, but we all agreed there were other countries that would be helpful in the future.
  • How can we continue the momentum and build partnerships with similar institutions as ours around the globe in order to better our service to students and employers?

I arrived home before heading to NASPA with a feeling of being so grateful for the initial invitation to participate. There was never any hesitation on my part since I have never been in a position to travel to Europe and have dreamed of going for years. Plus, the list of attendees was too great to miss. When I received the invitation I knew it would mean being out of the office for nearly three consecutive weeks in March for work and family reasons, plus it would mean flying my in-laws in to assist with our children since my partner would be traveling at the same time.

Reunion of former Indiana University colleagues

Reunion of former Indiana University colleagues

I would be remiss to not add how thankful I also am that Tim Luzader and Marianna Savoca, colleagues from our days at Indiana University, reached to out see if I would like to travel with them a couple days early to see London. Traveling with them was most certainly a highlight I will always treasure, too. The entire experience was, most certainly, one of the best professional experiences I have ever had. Saying “yes” to this invitation was a decision I’ll never regret, and I am incredibly thankful for the opportunity and those that made the summit happen.

 

Assessment Tools and Career Decision Making

KKathryn Douglasathy Douglas, Associate Director Career Development Office, Yale School of Forestry & Environmental Studies
LinkedIn: www.linkedin.com/in/douglaskathy
Twitter: @fescdo
Facebook: www.facebook.com/pages/Yale-FES-Career-Development-Office/134339426609741
Website: environment.yale.edu/cdo

I regularly get questions about the value of assessment tools from the graduate student populations I work with. The follow question came to me via e-mail:

Q. What do you think about aptitude, personality, and interests tests in helping to guide career decision making? (Examples: Johnson O’ Connor Research Foundation’s aptitude testing program, Myers Briggs, Strong Interest Inventory, etc.). How do I align my interests and background with the results of such tests? And does following these test results really lead to a more satisfying career?

A. In general, a higher degree of self-awareness is always a good thing in terms of career development. Aptitude, personality, and interests tests, or assessments, can help define aspects of yourself that you may not already have a good sense of, and may save years of making less than ideal choices about career direction and focus, i.e. from learning the hard way. Many of us are strongly influenced by supposed-to-be’s, cultural ideals and other external forces. Having a better understanding of one’s proclivities and making career choices accordingly, you are likely to be more directed, satisfied and productive.

In an interview with The New York Times career columnist Marci Alboher, Peggy Klaus, author of The Hard Truth About Soft Skills: Workplace Lessons Smart People Wish They’d Learned Sooner, groups self-awareness with other “soft” skills: “The hard skills are the technical expertise you need to get the job done. The soft skills are really everything else—competencies that go from self-awareness to one’s attitude to managing one’s career to handling critics, not taking things personally, taking risks, getting along with people, and many, many more.” Self-assessment tests are a good way to boost your self-awareness as well as to identify areas you might want to work on.

Different assessment tools measure different qualities and leanings, and can be useful in helping to discover strengths, weaknesses, and preferences that you may not be fully aware of or perhaps assume that everyone possesses, i.e., they can help you take a more objective view of yourself. They are part of self-assessment that can help you define and articulate career goals, but are not necessarily going to give you hard and fast answers regarding direction. You are the final interpreter and arbiter of any such tests, but going through the process will likely lead to some personally resonant and new information that can inform your career planning, areas for personal and professional development and goal setting.

To illustrate the application of self-assessment tools to career development, let’s look briefly at the Myers-Briggs personality test, which is based on Jungian psychology and which identifies 16 personality types. In addition to discovering your own type, knowledge of personality types can be extremely useful for navigating interpersonal relationships when you are working on teams, collaborating with colleagues, and interacting on all levels with individuals and groups.

Here is some basic information on the INTJ (Introvert, Intuitive, Thinking, Judging), a rare personality type:

“Hallmark features of the INTJ personality type include independence of thought, strong individualism and creativity. Persons with this personality type work best given large amounts of autonomy and creative freedom. They harbor an innate desire to express themselves; that is to be creative by conceptualizing their own intellectual designs. Analyzing and formulating complex theories are among their greatest strengths. INTJs tend to be well-suited for occupations within academia, research, management, engineering, and law. Differentiating the INTJ personality type from the related INTP type is their confidence. They tend to be acutely aware of their knowledge and abilities. Thus, they develop a strong confidence in their ability and talents, making them “natural leaders.” It is this confidence that makes this personality type extremely rare. According to David Keirsey it is found in no more than 1 percent of the population.” Source: http://www.wikidoc.org/index.php/INTJ

How can this understanding be applied to career choices and personal development?

If you are an INTJ, you might want to be looking for positions where you have a high degree of autonomy and can work creatively on long-term strategic planning, rather than one where you are doing highly energetic short-term management as part of an interdependent team. You might want to focus on organizations that have a reputation for being extremely well-managed, as opposed to one where your role will be to efficiently create order and be a mentor to young people. INTJ’s are often “surprised when others don’t see things the same way.” If this is something you newly understand about yourself, you might spend some time developing the ability to build consensus around your ideas, an area that might not come naturally to you.

This kind of introspective work can certainly help in career development and in other areas of your life, can bring a depth to understandings you may already have about your personality, interests and aptitudes, and can be especially helpful if you find it difficult to accurately assess yourself.

Professional and Business Attire…It Can be Confusing!

Kathleen Powell

Kathleen Powell, Assistant Vice President, Student Affairs, Executive Director of Career Development, Cohen Career Center, William & Mary
President-Elect, National Association of Colleges and Employers
Twitter: @powellka
LinkedIn: www.linkedin.com/in/kathleenipowell/

Can you show up to an interview in a tank top—with much exposed—“statement” jewelry as an accessory, three-inch heels, and a skirt so short that one could describe your choice of undergarments? Or, argyle socks, wingtip shoes, shorts, and a dress shirt? It was hot the day of the interview!

How does one transition from being a student or graduate student to a professional?

There are so many choices available today to complement your wardrobe. You’ve see leggings with a dress, heels without hose, popped collars with a suit jacket. Skinny pants and jeggings. How does one decide, really?

I’m sure you’ve heard, “I just want to stand out,” or “I’m my own person,” or “I’ve got my own style of dress,” or “I don’t want to be put in a box and be mandated a wardrobe.” I started to think about all the styles and clothing choices available. Interview season is upon us and there seems to be a need for individuality on the part of the interviewee and the need for professional attire on the part of the interviewer. I’m certain there is a happy medium. I’ve seen it.

Do we give new college hires a bit of a pass—understanding they don’t have a large budget for their professional wardrobe?

But, at some point, do we sit that young professional down and explain the expectations of professional attire? Do we assume they’ll figure out what is appropriate—or note—by observing those around them? It seems there is a need to set expectations for all professionals in the work force.

Where one works and what they do will dictate the wardrobe, but being transparent about expectations and appropriate attire will win the day.

Do you have a no jeans or leggings policy at work? If it is your preference/policy that your team not wear jeans? Make it clear to them, up front, that jeans are not a part of office attire.

You’ve heard something like, “IT wears jeans all the time, why can’t we wear jeans?”

Ask the questions: Who is our customer? Is our work outward facing? How do our clients want to see us? How do you want to see yourself?

Do a Google search for professional and business casual and you’ll find varying degrees of what that means. First and foremost, set the standard you want for your team. However, be open minded to the work at hand on any given day to help your team, and especially young professionals, to determine whether they should continue to invest in buying shorts that match their argyle socks or skirts and tops that reveal too much. New professionals need support and guidance and helping them “dress for success” will win the day, every time!

First impressions count. Dressing conservatively for your interview or your first day on the job is always the right choice.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Source: National Association of Colleges and Employers

 

 

How to Fly Higher in Higher Education

rubinaRubina Azizdin, Career Services Associate, Central Penn College

I work at Central Penn College as career services associate and teach various humanities classes as an adjunct professor. One of my main responsibilities is to help students and alumni with job pursuit issues. I prepare them to attain their professional goals. We have conversations about what an ideal job would look like and obstacles that may have prevented them from reaching that dream job and other career goals.

After being my in role here at the college, I started to think about how I might apply my advice to myself? What are my goals? Where do I want to be in five to 10 years, career wise? One thing I know for sure is that I would like to stay in higher education. There are many of us who work in academia and aspire to make career moves within our institutions.

The big question is, how do we do this?

Think About Options

When you are in a field like higher education, you need understand the numerous opportunities that exist.

Every college is diverse and operates differently. Core values, student population, and even programming may differ. What department interests you? If you decide to change positions, will the institution offer such an option?

Specific job descriptions and scope of work might vary depending upon the type of institution in which you work. For example, differences may occur if the university is a research, doctoral degree granting institution as contrasted with a liberal arts four-year undergraduate institution. The former might place greater emphasis on grants and scholarship productivity than the latter institution (Enomoto & Matsuoka, 2007). Also remember that salaries may not be competitive, but the entire package of the position may be enticing. Know why you are attracted to the college and be able to evaluate opportunity in its entirety.

Make Sure That You Are a Viable Candidate

A 2013 Gallup study found most Americans are unhappy at work, stating “only 30 percent of American employees feel engaged or inspired at their jobs and the vast majority of U.S. workers—70 percent—are not reaching their full potential.”

Sometimes in higher education, professionals feel that they have a better chance of receiving a job offer if they apply for a position that may be lower than their current experience/job. There is nothing wrong with taking a position that may be below your standard qualifications or experience—only if that will allow you to achieve your ultimate goals.

You must always remember what your ultimate end goal is. Factors that are important in determining the value of your end goal include; the length of time you can sustain a position that may have shortcomings such as a lower salary, decreased vacations time and miscellaneous benefits, as well as diminished career growth. The value of these factors can impact your decision on pursuing your ultimate end goal. If you do not have solid answers to these questions, then it may be a sign for you to consider other options.

On the flip side, some professionals will apply for higher level positions that they may not be qualified for, but feel that they will learn the position and be groomed by their administrators.

Know your skill set and potential when applying for a higher level job, remembering that job titles come with the expectations and responsibilities that you should already be well versed in and there may not be time for to you to learn and absorb information.

Reach out to a career mentor who will help steer you toward an accurate path and will eventually help move you toward the higher level executive that you aspire to be.

Make Connections—Network, Network, Network

Higher education is in a world of its own. The more you network and meet professionals from this world, the more you will learn and hear about opportunities that may be a good fit. Attend events that are hosted by other institutions or conferences where there will be other college professionals. There is something unique about the relaxation and bonding that occurs when people eat and socialize together outside of the office.

Trust can develop when you have an opportunity to personally interact with another individual in your field. These conversations can develop an in-depth professional relationship that phone and office visits alone cannot achieve. Luncheons and other face-to-face activities provide you with opportunities to build trust in your relationships (Boyd, 2011).

Create social networking accounts such as a LinkedIn account. Make yourself and your name visible. Build rapport with recruiters. Let them know that you are searching and interested in opportunities, and provide each with your resume, cover letter, and business card. Get involved in community-based professional development organizations, run for board positions, and attend local chamber events. Practice and have an elevator speech ready, so that you can point out your professional background and set a good impression. 

Cultivate Your Reputation

If you are interested in growing within your present place of employment, get involved! Have a servant leadership mindset. Think about ways you can help your colleagues and be successful together. Attend campus events, help fellow colleagues with programs, and serve on committees. Get involved with strategic planning, accreditation steering committees, and employment search committees. Build relationships with faculty, staff, and students.  This supports building professional connections and helps put a face to your name. 

Be Inspired

Make of a list of five to 10 people who hold your dream job titles. Look them up, read about their professional progress and background. See who they are connected to and how you too can be more connected. Seek out the people who you are inspired by within your institution and chat with them about your aspirations and ask about career tips. There is a plethora of published information to help you understand and build tactics and understand your options. Listen to webinars and join professional organizations that are related to your academic department.

Emulate successful leadership styles. People who want to advance need to examine closely the behaviors of successful leaders in their organizations. Determine what it is that these leaders do that makes them effective and respected. When compatible with their personal styles, individuals should adopt a few of those successful behaviors to see if they will be effective for them. 

Be Honest

Have a clean and updated resume with your latest work and professional data. Don’t inflate it with false credentials. When information does not line, up it can lead for hiring officials to think that bigger things may not line up either. Be ready to explain any gaps, be ready to talk about what you did and what you learned during that time. If you were asked to be a guest lecturer in class, you were not an instructor. If you were asked to fill in as interim director or dean to help cover a colleague’s place, that did not make you a dean or director on your curriculum vitae. Integrity is very important and highly critical in academia, so make sure you preserve it.

Be Able to Face Reality

You already know working in higher education is highly competitive, so be prepared to face the competition. You may be educated and have loads of experience and still be rejected for a position. Do not take a hiring decision personally: The search committee is there to find a candidate that will be the perfect fit and will be able to tackle the position without hesitation.

Achieving your dream job does not happen overnight or even with years of working. It takes time, skill and precise execution. Remember what your priorities are and what makes you happy and also know that you are in a field that is wonderful and filled with opportunity. With time and patience you will be able to thrive and achieve your goals.

Fly high with higher education!

 

 

References

Boyd, J. (2011). The Illustrated Guide to SMART Living: Custom Design Your Life. Tremendous Life Books.

Blacksmith, N., & Harter, J. (2011, October 28). Majority of American Workers Not Engaged in Their Jobs. Retrieved December 7, 2015, from http://www.gallup.com/poll/150383/majority-american-workers-not-engaged-jobs.aspx

Enomoto, E., & Matsuoka, J. (2007). Becoming Dean: Selection and Socialization Processes of an Academic. Journal of Research on Leadership Education, 2(3), 31-31.

 

 

Offer Deadlines for Students

Kayla Villwock_Kayla Villwock, Manager of University Outreach and Recruitment at SAS
Twitter: @KaylaRenee8
LinkedIn: https://www.linkedin.com/in/kaylavillwock

 

Striking a Balance Between Deadlines and Decision Making With Grad Offers

In a previous blog post, I shared my perspective on the potential implications surrounding a student’s decision to decline an offer after accepting. This blog gained a lot of attention from both the career services and employer audience, and even resulted in The Wallstreet Journal reporting on the topic. It became clear that it wasn’t only the implications of offer reneges that was a hot topic of discussion, but there was a great deal of commentary around one of the root causes of this trend—offer deadlines.

So what is the proper amount of time an employer should allow students to thoroughly assess an offer? I’m certainly not going to claim that I have all of the answers here, but I would like to give my perspective on toeing the line between reasonable and unreasonable when it comes to offer deadlines. Also, I would like to touch on some trends I have seen specifically regarding the decision-making process students go through when selecting their first career post-graduation. Lastly, I will provide some advice for employers, students, and career services in relation to offer deadlines and the offer decision-making process.

The Highly Sought After Talent—Earlier Recruitment and Multiple Offers

The organization I represent targets two of the most sought after skillsets in the student market today: analytics and computer science talent. With a growing need for these skills, students in these fields have many choices when it comes to potential employment opportunities thus resulting in multiple offers…. especially for the top talent.

It is a race to access this top talent as early as possible. Most employers that are seeking May grads are recruiting in the fall for their openings. Employers are also using internship programs as pipelining opportunities to lock in the top talent before they begin their final year of school. I have even recently heard of employers actively interviewing graduates over a year before they even graduate! Not all employers have nailed down the proper work force planning that is needed in order to understand hiring needs this far in advance, especially those new to university recruiting. This said, they may be jumping in to recruit students in late fall or early spring. You can see the recipe for issues: offers are going out earlier, and students are being asked to make decisions before all companies have put their stake in the game.

So what timeframe is considered reasonable for offer deadlines so students can feel comfortable accepting an offer without regrets?

Here’s my take on it: when employers are making offers for May graduates in early in the fall, say August—October, giving students until at least Thanksgiving before they are required to make a decision is reasonable. Universities typically host fall recruiting events in September, so students should be well-educated on employer opportunities by that time. I envision a student sitting around the Thanksgiving dinner table with their family talking about their offers and coming back from the holiday with a decision.

When it gets later in the recruitment season, say December/January, I think it is appropriate to give shorter deadline windows, but in my opinion, no less than two weeks.

Here’s the challenge: most employers cannot wait for an indefinite period of time to hear back from students regarding their offer decision, and the longer the student has to decide, the likelihood of finding another great fit will be lessened. The key here is transparency. Regardless of the deadline selected, it is important that recruiters explain to the student the reason for the deadline. I have phrased it this way with students before:

“The offer you have received is filling a spot at our company. The later the deadline we give, the harder it will be for us to find another rock star like you who is still available to fill the position. You may have a classmate or friend that is very interested in this opportunity and if we give you too much time, they may not have access to the opportunity if you choose to decline (which we hope you do not do).”

This helps the student better understand the reason for the deadline instead of thinking that the pressure is being put on them for no reason. It also helps them understand the bigger picture regarding the opportunity cost of them sitting on an offer.

 “Exploring All Options” vs. Strategic Career Goal-Setting

Many times I find that students want to “explore all of their options” before they commit to an offer. The more options the better, right? Or is that true? I personally get overwhelmed when I have too many options to choose from.. so why is exploring all options such a common direction for students seeking full-time employment? Is it so multiple offers can be put up against one another in order to negotiate a higher base salary? Student loans are crippling these days (I speak from experience!) so I can understand why this would be a factor.

Then I think about the heightened attention around the cost of higher education and how this may play a part in influencing students to shop around. The Higher Education Opportunities Act requires universities to conduct first-destination surveys, which provides data regarding the career outcomes of students at a particular university. What college does not want to report that they have the highest starting salary in the nation? And that their students, on average, receive 10 offers? I am not insinuating that this is definitely happening, but this would motivate the universities to advise students to shop around. But is this the right thing for the student?

I would much rather that students be guided to spend time prior to the job search figuring out what is most important to them in the career they are seeking. Is it the company? Is it the role? Is it location, compensation, the culture of the company? If students are well-educated on what they are looking for and then seek out the roles that meet these criteria, then they will have a basis for accepting the right opportunity once it is offered, or declining an offer to continue to seek out the role of their dreams.

It seems that much of the time students are asking for offer deadline extensions because they want to continue to “explore all of their options.” I would rather that the student proactively know their career goals and seek them out rather than explore all of their opportunities and then make a selection.

Career Services Policies—Providing a Baseline for Offer Deadlines

Several universities have begun enacting policies around offers that I find to be very beneficial in regulating the pressures that students are feeling from overly-aggressive deadlines. I have noticed a trend where universities are implementing an “earliest deadline date,” so an employer cannot require a student to accept an offer prior to the November timeframe. I have also worked with a few career service centers not allowing students to hold more than a certain amount of offers at the same time. I think these are great policies to put in place that help level set expectations around timing of offers between employers and students.

In summary, here are some thoughts on how we can support students in being able to make the most thorough and appropriate career choice for them:

Employers:

  • Give deadlines that are reasonable to allow the student the opportunity to fully review the offer and understand if it is right for them.
  • Be transparent regarding the business justification behind the deadline date.

Career Services Professionals:

  • Educate employers on the importance of reasonable deadlines so students do not feel pressured to make a decision.
  • Help students narrow their focus and target employers and roles that align with their career goals so the decision-making process can be clearer.
  • Consider implementing policies such as an “earliest deadline date” to ensure that employers allow ample time for decisions, and so employers have a benchmark on when they need a stake in the game in order to access the talent.

Students:

  • Spend time prior to the job search to understand what is important to you. There are many aspects of a career. You should know your top three career priorities, and do your best to accept interviews only with the companies that meet your career goals.
  • Be transparent with recruiters about your career goals and any reservations you have about accepting the offer. This way, they can set an appropriate and fair deadline that allows you to feel comfortable with making this very big decision in your life.

Below is a sample list of job factors to rank in order to help you evaluate offers:

Compensation
Benefits
Location
Type of work
Manager
Work/Life balance
Culture/Values of the company
Industry
Travel as part of the job
Opportunity for advancement
Global opportunities
Job stability

A student-directed version of this blog is available to NACE members for their websites.