Cigna recently held a virtual event to increase awareness of HBCUs and spotlight the prominence and legacy of HBCUs in the Black community.
College and university career services practitioners should continuously search for, review, and consider implementing practices that have proven successful in the service of trans students. This article serves as an introduction to successful practices.
Despite greater recognition of their negative impacts on the workforce, lack of diversity and an abundance of unpaid internships remain issues, says Anjali Lalani.
Employers committed to building a pipeline of diverse talent must consider how to diversify the makeup of their internship program.
To best serve a total student body, it is incumbent upon career centers to evaluate exactly who is using their services and how they are promoting their services.
The Carolina Cluster forged a new model for career readiness and designed and implemented programs to improve employment outcomes for graduates.
Employee resource groups can be valuable tools for helping employers to bolster their diversity, equity, and inclusion efforts, and to help with effective onboarding and retention.
A survey of 300 first-generation college students identified three skill sets that these students need for career success: relationship management; virtual work; and leadership skills.
To implement and foster an inclusive climate in higher ed, institutions need to create a culture of belonging, attract diverse talent at the entry level, and build intentional pathways to retain diverse talent.
Recent research suggests that career development programs that focus on key levers of economic mobility may play a critical role in reducing or eliminating racial wealth gaps for their participants.
When creating programs, resources, and services for marginalized students, Stanford starts with identifying issues and needs through focus groups, research, and outcomes.
Virtual recruiting provides a better job-search experience for historically marginalized populations than in-person recruiting, according to results of the NACE 2021 Student Survey.
In response to the climate of racial injustice, Dell expanded its definition of recent graduate talent to engage underrepresented minorities.
With student populations becoming more diverse, career centers need to change and adapt to their needs and be inclusive as they develop resources, opportunities, and programming.
Part of the mission of UNH CaPS is to help employers establish or enhance employers’ work around diversity and inclusion by providing them with resources, consultation, and recognition.
The journey to living authentically both personally and professionally is not always a smooth one and can have a lasting impact on the mental health of those who make the decision to do so.
Through diversity in entertainment, students from marginalized groups can discover many career options that they may not have otherwise considered.
Employers and career services professionals should take a proactive approach to ensure their spaces are tangibly inclusive to a multitude of gender identities.
Despite many employers advocating for employees to bring their authentic selves to work, employees that do so may still face hostility from coworkers due to this decision.
As employers continue to emphasize diversity, equity, and inclusion at the workplace, acts such as correctly pronouncing names becomes an increasingly important first step.
The biggest challenge with “professionalism” is ensuring that all candidates and employees understand what it means within the context of the organization and their specific job function.
Career services offices can help students develop their professionalism and navigate situations when “professional standards” may fuel and foster bias.
It is critical that administrators and staff at colleges and universities foster an environment of inclusion and belonging for international students; for career development professionals in particular, this means making it clear to international students that their career development matters. One of the best ways to do this is by building a strong partnership between the career center and international student services.
Sandra Buatti-Ramos offers a look at some of the bigger issues trans college students face in their job search and in the workplace; the goal is to provide career services professionals with insights that can help them think about how they can support their trans students in their career decision-making, job search, and career management.
It is important for employers to consider the language they use because language can be loaded and have different meanings for different people.
Cultural intelligence may be the most important individual area of change for organizations that want to bolster their recruitment and retention of culturally diverse individuals.
When one HBCU career practitioner is building relationships with employers, she is looking for authenticity, a shared sense of purpose, and impactful engagement opportunities for students and the university as a whole.
Fullerton’s “I Am First” program addresses the specific needs of
first-generation college students and prepares them for the challenges they
The internet is full of advice on how international students can lower the costs of their own education, but individual students aren’t going to solve this problem on their own through a personalized, piecemeal approach. Collective action is necessary. Stakeholders from the educational sector, financial world, and the business community must work together to create a unified system that works.
While many institutions and organizations have stepped up their inclusive communication—especially over the past year—some still fall short.
Building trust with TCUs and Native students and bridging gaps in areas of need will aid employers in their recruitment efforts.
By better understanding and accounting for the obstacles Native students face, career services and university relations and recruiting professionals can help them achieve their career goals.
Many businesses and organizations are unclear about their ability to hire DREAMers who have DACA or TPS. In fact, employers are able to hire a DREAMer just as they would a U.S. citizen.
While DREAMers tend to have qualities employers seek, there are several obstacles they face that career services professionals can help them navigate during the job search.
Visibility and the tiering of school partnerships are two of the challenges Historically Black Colleges and Universities face in attracting employers to recruit their students.
Not only can workplace discrimination and microaggressions have a negative impact on people of color in their careers, it can affect their mental health.
Most organizations should look to address is their cultural landscape and homogenous culture. Senior leaders and recruiters can consider these 10 concrete ideas and practices that could positively impact creating an inclusive workplace and environment.
Students may ask specific questions to assess your organization’s commitment to diversity, equity, and inclusion. Be prepared to answer them.
There are questions that career services professionals can suggest their students ask recruiters to assess an organizations’ DEI priority and commitment.
Empower Retirement is moving away from assessing candidates for “culture fit” by aligning values and providing hiring managers with interview questions and language.
MI GEAR UP is a statewide program designed to provide support to students from high schools in low-income areas who are making the transition to college and throughout their first year there.
WCU’s career center and autism program developed a sensory-friendly event where differently abled students feel more comfortable and confident interacting with recruiters.
Abbott Laboratories’ high school internship program exposes students from diverse backgrounds across the United States to STEM fields.
Two programs—the First Star STEAM Academy and ASPIRE—housed at Rowan University help marginalized you prepare for higher education and careers.
Employers are looking for help to attract and retain Black talent. Career services professionals can help them by sharing 16 strategies that will help them.
Matthew Cowley warns that any trend that emerges that is considered to be a best practice could potentially threaten equitable outcomes for marginalized students.
Students with hearing loss may face challenges associated with communication that may be exacerbated during this pandemic, with requirements for wearing masks and physically distancing.
INROADS has co-developed a program to help organizations recruit students at a greater number of HBCUs across the United States for paid internships.
There are specific actions that institutions and organizations can take to ensure that they create a culture that supports the personal and professional growth of Black individuals.
During a recent NACE Town Hall, panel members shared experiences and offered ideas for moving ahead with diversity, equity, and inclusion.
How do we support students who have been marginalized or who may feel unsafe around law enforcement while also supporting employers in law enforcement?
Language is a key element of diversity, equity, and inclusion, and can help or hinder efforts in this area.
There are several key steps that organizations can take to best support “onlies” and provide a healthy space for them to excel at work.
An inclusive work culture mirrors the community the organization serves and yields many benefits for both the organization and its employees.
The Office of Career and Continuing Education at Florida Southern College developed and implemented the “Diversity in the Workplace” series to address student needs.
Expert and author Tony Byers cites research confirming that there are substantial benefits associated with having a diverse and inclusive workplace.
Initiative provides support and creates a culture of understanding for what it means to be a member of the LGBTQ+ community at a Catholic university.
When developing a strategy for retaining early diverse talent, there are key steps for organizations to take and factors for them to consider to ensure these efforts are impactful.
Collaboration among campus offices is a critical aspect in supporting students with disabilities during their search for employment.
Through a focused initiative, The Hartford has formalized and fortified its commitment to building an inclusive and engaging culture.
Key aspects of building an effective neurodiverse hiring program are having a sustained supply of candidates and getting buy in from within.
There are several common missteps or “missed steps” that employers make in terms of recruiting students who are differently abled.
Highlights from the NACE19 mega-session offer insight into how to make excellence inclusive.
Landmark College’s strengths-based model gives students with autism the skills and strategies they need to achieve their goals.
Adults with autism could offer sought-after skills in a grossly untapped talent pool for industries that are facing a shrinking well of talented, skilled workers.
A recent study has found that progress to increase the representation of women at each level of the leadership pipeline has stalled.
students who identify as lesbian, gay, bisexual, transgender, or queer (LGBTQ)
experience unique challenges in the area of career preparation.
of America’s global insight programs allow it to assess and shape early
students and create a strong pipeline of diverse talent.
Macalester College and Wesleyan
University share their approaches for helping international and other students with specific
Morial of the National Urban League details several foundational steps
organizations can take to give their diversity efforts a better opportunity to
Among PPL’s diversity and engagement efforts are focusing on creating diverse applicant pools and developing a strong business resource group model.
Two years ago, the UConn Center for Career Development reexamined its efforts around diversity and inclusion and made some impactful changes.
Staff at the University of Illinois at Urbana-Champaign career center developed programs to reach underrepresented students in ways that were meaningful to the students.
Through videos, career services and URR professionals share the activities, processes, and practices their organizations and institutions have implemented to promote diversity and inclusion.
Disrupting gender norms learned from infancy requires understanding first how these were shaped, and then looking at how perspectives can be shifted.
Many colleges are placing a renewed emphasis on recruiting rural students. Are career centers prepared to help them when they get there?
Through an Army program, Ingalls developed partnerships with military bases and community colleges to help provide skills training and job opportunities.
Following a strategic planning session and with assistance from a neighboring university, Metro State has developed a career readiness program.
To assist undocumented students, career centers should create an environment that is inclusive so students are confident they can get the help they need.
It is important for organizations to consider both their internal and external efforts to optimize their diversity recruitment and retention efforts.
The single biggest mistake I see service members make when creating resumes is that they dump everything they have ever done in the military into one document and use that document as a resume to apply for all types of jobs.
The diversity initiatives within the Wolf Trap Foundation’s internship program help to ensure that all students have the opportunity to succeed.
Career centers play a critical role in supporting diversity, equity, and inclusion.
At KeyBank, diversity and inclusion is not simply a program or initiative. The company’s commitment starts much higher and runs much deeper.
St. Joseph’s University’s International Career Conference educates students about available opportunities and the processes involved to reach their goals.
A major element helping TD reach its diversity recruiting goals is the variety of events and outreach offered through its TD Early Access program.
Programs at Bates College and University of Virginia address the needs of first-generation students.
Microsoft’s Autism Hiring Program increases the diversity of the company’s work force, and recognizes the untapped potential and technical skills among people with autism and their value as employees and innovators.
Janine Rowe of RIT offers some insight into the strengths and challenges of students on the autism spectrum, and provides tips for recruiting and onboarding these students.
To better understand the needs of the students at your school on the autism spectrum, career services practitioners should connect with the disability services office, recommends Janine Rowe of RIT.
Authors Claire Klieger and Brian Guerrero offer information about working with students whose legal status affects their job and internship prospects.
During the NACE 60th Anniversary Innovation Challenge, a team that addressed the challenges of engaging, providing information to, and recruiting students with disabilities mapped out a series of events that would help overcome the lack of communication and information about disability services.
Depending on one’s position and responsibilities, unconscious biases can permeate the culture and operations of the organization. The first step toward neutralizing or eliminating unconscious biases is bringing them out into the light.
One successful approach the University of Southern California takes for engaging alumni in career services is grouping its alumni by their years since graduating and customizing programming for each of these generational groups.
The Travelers EDGE program addresses work force and career readiness by helping underrepresented students advance from their middle school to high school curriculum, and then prepare for college and their professional careers after graduation.
When creating a culture of diversity and inclusion in career services, Shelagh Saenz of the University of Michigan School of Public Health recommends taking small actionable steps to build momentum, increase your center’s reputation, and gain allies.
There are many benefits associated with developing a diverse work force, but in order to do so, employers must stress what students want—such as commonality and inclusion—and avoid making assumptions that slow or derail efforts.
When it comes to the career readiness of nontraditional students, there are several challenges career services offices face, and considerations and steps they can take to overcome these obstacles.
When should a student “come out?” Career services professionals should be aware of the issues and risks LGBTQ students face, including when these students are considering the decision to come out during the job-search process.
With focus and effort, Walgreen’s was able to surpass the new federal regulations that encourage federal contractors to achieve a goal of 7 percent representation of employees with disabilities.
According to the U.S. Bureau of Labor Statistics, in 2012, 47 percent of the labor force was comprised of women. Many employers want to attract the top talent among those women to their organizations and are offering programs tailored to their needs.
Well-informed career services practitioners should challenge LGBTQ students to consider how far they are willing to go to get the perfect job. Counselors can help students identify how integrated their personal and professional identities are, and how coming out—or not—could influence their workplace experience.
Even after 20 years of antidiscrimination laws and the low cost of reasonable accommodations, in the United States, qualified applicants with disabilities have lower rates of employment than the general population. This discrimination exists throughout all levels of income and education.
In recent years, there has been an increase in the number of college and university students disclosing a diagnosis of Asperger's syndrome. Several assumptions have been made as to why there is an increase, most of which revolve around greater access to resources, improved diagnostics, and an overall higher prevalence of Asperger's in the general population.
Student veterans often have the skills that are highly sought after in the civilian work force, along with valuable leadership experience. They have transferable skills, such as managing and leading teams, and supervising and motivating people. The average 22-year-old out of the military has far more experience than an average 22-year-old college student. Find out how professionals help student veterans translate their military work into civilian terms and obtain jobs in the civilian work force.
Percent of employers that allocated more resources to recruit historically marginalized students
NACE September 2021 Quick Poll
Percent of students seeking employer that embraces diversity
2021 NACE Student Survey
Percent of employers with a formal diversity recruiting effort
2021 Recruiting Benchmarks Survey Report