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Enrollment management is a critical function for colleges and universities, particularly in light of the challenges brought on by the pandemic and shifting demographics. These issues have made it essential for higher education leaders to focus intently on this area in recent years.
A recent report by WittKieffer emphasizes the necessity for transformative leadership within enrollment management. The findings come from a comprehensive survey of chief enrollment management officers (CEMOs) conducted every four years and reveal overwhelming pressures on enrollment teams, leading to heightened rates of burnout. Notably, 61% of CEMOs reported experiencing personal burnout, while 56% indicated that burnout has adversely affected the quality of their team’s work. Consequently, around half of the CEMOs are either searching for new positions or plan to do so within the next three years.
The report outlines various reasons for this trend, which range from retirement to seeking positions that offer better compensation in less stressful environments or opportunities to leverage their expertise for student success.
Amy Crutchfield, a senior partner at WittKieffer and one of the report’s authors, noted, “Enrollment management officers face much greater challenges and expectations now than they did just four years ago.” She emphasized that the motivation for conducting this report is to furnish quantitative evidence that supports the anecdotal experiences shared among peers, thereby enabling enrollment leaders to benchmark their practices against those at similar institutions.
Staff burnout and mental health issues ranked among the top challenges in staff management, outpaced only by compensation concerns. One enrollment leader articulated the frustration succinctly: “We place an enormous burden on our staff, yet the compensation is not reflective of that.” The urgency of addressing these matters is further underscored by the ongoing challenges related to talent acquisition and retention.
On a more positive note, as the demands on the CEMO role have intensified, there have been salary increases in the field, with 9% of CEMOs earning over $300,000 annually compared to just 1% in 2014.
The survey also identified critical skills for CEMOs, with “data-informed decision-making” topping the list, followed by “strategic planning” and “change management.” This highlights a growing need for effective strategies and data-driven approaches in decision-making.
Despite facing various hurdles, Shelley Arakawa, J.D., a consultant at WittKieffer and another author of the report, remarked, “CEMOs possess remarkable resilience. They excel in creative problem-solving and resourcefulness. Their commitment to their institutions and the positive impact of their work on students is profound. However, it is important to recognize that these professionals cannot solve every issue instantaneously. This report aims to help institutions better understand how to support these leaders to maximize their effectiveness.
The report proposes several vital recommendations for colleges and universities to attract and retain capable enrollment leaders:
1. Set Realistic Expectations and Provide Support: It’s crucial that the responsibility for enrollment is shared across the university. Everyone can play a role in retention and helping meet enrollment goals. Training should focus on how all staff members can contribute.
2. Ensure Appropriate Compensation and Resources: Given the current challenges in the field, CEMOs and enrollment staff must receive fair compensation for their efforts.
3. Cultivate Future CEMOs: With 16% of CEMOs indicating plans to retire soon, it’s essential to prepare a new generation to step into these roles, equipping them with necessary resources and training.
4. Promote Diversity, Equity, and Inclusion (DEI) Initiatives: It’s vital to have CEMOs who are committed to advancing the critical mission of supporting historically underrepresented student populations.
For further details, refer to the full report by WittKieffer.
Source
www.higheredjobs.com