College career services offices have changed the ways they engage employers and students from historically marginalized groups during the COVID-19 pandemic.
Research shows a greater number of career services units are moving away from their traditional homes in student affairs divisions; this article explores the root causes behind the trend and uses the University of California, Irvine to illustrate what this shift might mean for universities exploring career services realignments on their campuses.
Most career services offices plan to hold both in-person and virtual career fairs this fall, but many employers expect to hold their own virtual events.
Qualitative research conducted with 12 markedly different colleges and universities identifies the factors that led to the elevation of the career services operation.
It’s not surprising that fees for in-person career fairs were down sharply in 2020-21 compared to 2019-20, but the charges for hybrid fairs jumped for some employers.
Research illustrates the hit that career center budgets took during the pandemic, as more than one-third of career centers reported cuts to their personnel budgets.
The percentages of career centers offering virtual career fairs and employers taking part in them has climbed steeply this fall.
From March through June 2020, NACE conducted a series of monthly quick polls among its members to gauge how their operations and plans—including job offers and plans for summer internships—were affected by the coronavirus pandemic. This report compiles poll results.
Last spring, career services offices were asked about the main ways in which they were engaging students, as nearly all contact had become virtual. In addition to email, phone calls were a popular tool.
NACE is conducting a quick poll of its college and employer members October 19, 2020, through late November; the poll focuses on how career fairs—long a mainstay of fall recruiting—fared in the virtual environment for students, career services, and employers, and also looks at member mobility.
NACE research shows just how dramatically career centers have increased their ability to serve students online during the COVID-19 pandemic.
The guarded optimism of early June has faded into the reality that the COVID-19 pandemic has had a significant impact on college enrollments for the fall.
There is very little differentiation in the average salaries for each of the career services positions until one gets to the management level.
The number of employers that have revoked the offers for full-time jobs they made to Class of 2020 college graduates appears to have peaked for the time being.
NACE quick polls, launched in March 2020, tracked members’ response to the coronavirus pandemic and revealed the evolution of members’ strategy and tactics.
NACE’s Coronavirus Quick Poll reveals the ways employers and colleges are responding to the effects of the coronavirus pandemic on their operations and fall plans.
The NACE Research Department provides analysis of the data gathered from its quick polls to show how responses to the coronavirus pandemic are changing for career services offices.
NACE’s environmental scan for 2020-21 incorporates insights and data to inform strategic thinking and planning.
Career centers are being housed less frequently in student affairs, more frequently in other divisions, and increasingly in various parts of the institution.
Career fairs are one of the most frequently provided services by college career centers, as 91.7 percent reported hosting at least one career fair in 2017-18.
When it comes to working with multiple generations, one of the biggest mistakes career centers make is thinking that this generation is vastly different from others.
A study conducted at Ohio University shows the power and potential of machine learning to predict and influence employment at graduation.
The more often bachelor’s-level students visited career services, the more likely they were to do so online.
What does the future hold for the profession? This looks at the implications raised at the “Future of We” session, held at the 2018 NACE Conference.
NACE members discussed the “Future of We” at a special session at the NACE 2018 Conference & Expo in New Orleans. The presentations, scripts, and other materials are provided.
A significant percentage of career centers have implemented employer partnership programs, and the trend is for more schools to add these programs.
Centralized remains far and away the most common career services office structure, even with the introduction of the hybrid structure as an option.
Data analytics are viewed as important skills, and the vast majority of institutions already have courses in place to teach these skills.
The average salaries and years of experience for career center directors and associate directors were highest among all career services positions.
NACE looks at five trends and how they may play out by 2021. NACE polled members about megatrends affecting the field, then continued the conversation at the NACE 2016 Conference & Expo, with Millennial guru Lindsey Pollak facilitating.
NACE Poll: Technology (Career Services)
During its 60th anniversary year, NACE is honoring its service to the profession, in part, by asking its members to look forward to the year 2021 and help model a vision of the future through polls posted on NACEWeb. The third poll asked members about their predictions for how employers and students will most often make their initial connections in 2021.
Arlene Kaukus, director of career services at the University at Buffalo, believes that by 2021 career services will have to shift its approach to account for changes in the marketplace in order to meet its goal of preparing students for success in the workplace.
Matt Meltzer, founder and CEO of Sage Corps, believes that by 2021, universities will award course credit for substantive internships as experiential learning will receive the academic recognition and value it deserves. This shift, he says, is already occurring.
During its 60th anniversary year, NACE is honoring its service to the profession, in part, by asking its members to look forward to the year 2021 and help model a vision of the future through polls posted on NACEWeb. The second poll asked members about their predictions regarding the operational challenges they anticipate facing in 2021.
When they are considering new college graduates for jobs, employers look for leadership, teamwork, communication, and problem-solving skills, and a strong work ethic.
The current drive to better understand and anticipate the future of career services may be distinctive in that it is influenced by certain environmental factors that threaten a potential sea change in higher education.
Given the increased attention to career outcomes from both government and university administrations, one would expect a significant commitment on the part of the university to the career services office. This commitment could be measured in terms of critical resources expressed as either added dollars or increased personnel to handle the increasing difficulty of counseling students to succeed in a depressed job market. Using data from two installments of NACE’s annual Career Services Benchmark Survey for Colleges and Universities (2007 and 2014), this article examines the strength of that commitment.
Percent of staff time spent student-facing
Median number of students per professional staff member
Median number of FTE professional staff
Median number of FTE overall staff
Percent of career centers reporting cuts to personnel budget
Percent of career centers reporting cuts to non-personnel budget
Percent of career centers using third-party provider to collect student outcomes
2020-21 Career Services Benchmark Survey Report