• Operations - Career Services

  • Career Center Services and Fees for Students, Alumni, and Employers

    Most career centers did not charge students and alumni to register with the center or for general services, according to NACE’s 2014-15 Career Services Benchmark Survey.

    Career Services Benchmarks: Staff Salaries and Experience

    Average salaries for eight of nine career center staff positions climbed in 2014-15 from last year.

    New Benchmarks: Physical Attributes of the Career Center

    How big is the typical career center? Results of NACE’s 2014-15 Career Services Benchmark Survey show career centers have an average of 2,573 square feet. However, when data are viewed by Carnegie Classification, it’s clear that there is no typical career center in terms of size.

    How to “Embed” Career Services Into Academic Affairs

    Placing internship and co-op professionals in academic departments can give career services a leg up on promoting experiential education to faculty and students.

    Developing the Industry-Centric Career Cluster Model

    Rutgers University career Services staff implemented an industry-centric and tailored career interest cluster approach to service delivery on counseling, programming, academic engagement, employer development, assessment, technology.

    The University Commitment to Career Services

    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.

    What’s a Name Worth? Career Center Directors, Operations, and Salaries

    It has been speculated that the title of a college career center’s top professional position may have an effect on its staffing size and operating budget. This article addresses this question by exploring data from NACE’s 2013-14 Career Services Benchmark Survey.

    Strategies for Better Facilitating the Recruitment of Students With Disabilities

    New regulations from the U.S. Department of Labor’s Office of Federal Contract Compliance Programs (OFCCP) require federal contractors to set a target of having 7 percent of their work force be comprised of employees with disabilities.

    How Others Do It: Career Cluster Model Allows for Specialization, Customization

    New Brunswick implemented a cluster model to move from a major-centric focus on programming and delivery to one that is more industry-centric.

    Career Services Benchmarks: Staff Salaries and Experience

    Although the average salaries for eight of nine career center staff positions climbed in 2013-14, the salaries remained relatively flat from last year, according to results of NACE’s 2013-14 Career Services Benchmark Survey.

    How Others Do It: Telepresence Technology Boosts ODU’s Reach

    Old Dominion University's (ODU) Career Management Center (CMC) has introduced telepresence technology to offer two-way communication for students, alumni, and prospective employers through its Cyber Career Center.

    Strategies for Staying on Top of Staff Development

    A key component for your career center to provide effective staff training and development is to assess the knowledge and talents it has in-house and devise ways that are compatible with its culture to share those resources.

    Stanford Moving to Career Connections Model of Career Services

    The economy and its effects on the job market for college graduates has led the career development center at Stanford University to reconsider its approach to its positioning, structure, and delivery. Stanford’s office is implementing a career connections model that engages communities of students, faculty, alumni, parents, and employers.

    Innovating in Times of Change

    As engaged professionals, we must be intentional and proactive in our efforts to best serve our stakeholders and avoid simply reacting to our environment. So, how, in the career services field, are we providing the innovations needed to keep up with and even get ahead of the changing times?

    The Keys to Motivating Staff Performance

    Effective leaders must be flexible and situational in motivating others. In the book "Leadership in Career Services: Voices from the Field," Manny Contomanolis, associate vice president of enrollment management and career services at the Rochester Institute of Technology, writes that the key is not to treat people the way you want to be treated, but rather the way they want to be treated.

    Career Services Benchmarks: Student-to-Professional Staff Levels


    The average student-to-professional staff level is 1,889 students to each career services professional, according to the 2012-13 Career Services Benchmark Survey.


    Five Career Services Program Benchmarks

    Eighty-five percent of the career centers that responded to NACE’s 2012-13 Career Services Benchmark Survey report having centralized offices. Here are other survey highlights.

    Innovation in Times of Change: Conclusion


    Two obstacles to innovation in the career services office, expressed by our survey respondents, were budget constraints and lack of time.


    Understanding the College Scorecard


    The intent of the "College Scorecard" is to provide potential students and their parents with a clear way to judge the potential costs and likely benefits of attending one school as opposed to another, and make schools more focused on the end result, particularly the employment outcomes, of their programs.


    Innovating in Times of Change: Career Center Processes


    Potential for innovation in the career center is more prevalent where budget and time are available to explore ideas, systems capture ideas, and stakeholders serve as sources of information and inspiration.


    Innovating In Times of Change: Career Center Climate


    There are three primary factors that affect an organization’s potential for innovation—climate, leadership, and process. When the center incorporates several key elements of an innovative climate, it can be one of the principal drivers of innovation.


    Four Strategies for Staying on Top of Staff Development

    To provide effective staff training and development, career services offices should assess the knowledge and talents they have in-house and devise ways that are compatible with their culture to share those resources

    Innovating in Times of Change

    Results of a national survey on innovation in career services show that there are three primary factors—climate, leadership, and process—that effect how innovative an organization can be. Part 1 of 5.

Operations - Career Services