Why Higher Education Needs a New Recruiting Strategy

Higher education continues to hold undeniable value, but the way these institutions are structured and staffed is faltering. Critical roles are sitting vacant, and the consequences are tangible. Programs stall, student services strain, and existing staff face burnout—all of which slow institutional progress and erode campus reputation.

This moment demands more than reactive hiring. By prioritizing recruitment and investing in the right people, colleges and universities can close operational gaps and build a foundation for long-term success.

The Perfect Storm Facing Higher Education

There are three major forces intersecting to create unprecedented staffing challenges for higher education recruiting:

The Value Proposition:

Higher education institutions are increasingly challenged to demonstrate their value, but not just to prospective students, to potential staff and faculty, as well. As the value of degrees is reassessed, institutions must also market themselves as desirable workplaces. This means clearly communicating what sets them apart as employers, such as opportunities for professional growth, work-life balance, and a supportive culture. Institutions that effectively showcase their strengths and values to job candidates are better positioned to attract and retain top education talent.

The Talent Exodus:

There’s been a massive uptick in careers that don’t require traditional degrees—from social media marketing to skilled trades. Students are increasingly drawn to these alternatives, shrinking the pool of prospective students and, consequently, the revenue that funds institutional staffing.

Due to this decline in enrollment, institutions must adjust their headcount planning. And fewer students often means less funding available for hiring and retaining staff, making strategic workforce decisions even more critical.

Rigid Employer Expectations:

Despite the reduced availability of talent and diminishing interest in higher education, we’ve seen our clients and prospective clients hesitate to adjust their requirements. They’re still demanding the same qualifications, experience levels, and degrees—creating a mismatch between supply and demand that leaves critical roles unfilled.

Candidate experience and trust are now central to successful recruiting. Institutions that communicate clearly, respond quickly, and make candidates feel valued stand out. Recruiters who take a consultative approach—advising on market realities and helping clients adapt—are essential partners in navigating these challenges. Even small actions, like thoughtful onboarding and transparent feedback, can make a lasting impact. As technology and AI begin to reshape the recruitment, those who implement solutions with intention will be best positioned for long-term success.

However, when critical roles remain vacant for extended periods of time, the effects ripple across campus, impacting operations and institutional reputation.

When Critical Roles Sit Empty, Everyone Suffers

The reality of vacant positions are felt every day across campuses and organizations. For example, one of our clients had a great number of engineering positions that remained unfilled for up to three years. When this happens, the consequences cascade through every level of the organization:

Programs can’t launch or expand
Student services become strained
Existing staff face burnout from covering gaps
The institution’s reputation suffers
Students don’t receive the support they need to succeed

The opportunity called for skills beyond what the local market could offer, so we expanded our search nationwide and successfully relocated a candidate from Alabama to Florida. This solution was a testament to creative outreach and a candidate experience that inspired someone to make a bold move.

Stories like this reveal a deeper reality: even with resourcefulness and determination, today’s hiring market brings challenges that demand new thinking and honest conversations.

The Truth About Today’s Hiring Market

Here’s what many institutions struggle to realize: they’re competing with every employer in their market. And in today’s environment, candidates typically receive 3-7 job offers simultaneously. This means the hiring process itself has become a competitive differentiator. Speed matters. Transparency matters.

Making candidates feel valued matters more than anything else. To do so, it benefits institutions to avoid:

Taking weeks to respond to applications
Conducting disorganized interview processes
Failing to communicate clear expectations
Not following through on commitments

I’m a firm believer that the little things matter far more than the big ones, simply because there are more chances to get them right—or wrong. Everything is an opportunity to build or lose trust. For example, when a candidate doesn’t hear back about scheduling for interviews for two days, it might just be a busy week for the hiring manager. But to the candidate, it signals they’re not a priority. If they’re not important during recruitment, will they be important as an employee? I’ve seen firsthand how a single interaction can make or break hiring success. These moments can tip the scales and determine who you attract, retain, and ultimately, who helps move your institution forward.

Bridging the Gap: Strategy in Action

One of a recruiter’s most important roles is serving as an extension of our clients’ strategy. We’re not just here to point out what’s not working—we’re here to help build what comes next. Often, institutions base their hiring requirements on what worked the last time they filled a role, whether that was six months or three years ago. But the market has fundamentally changed, and so must the approach.

When I sit down with clients to discuss the realities of today’s hiring market, these are the points we address most often:

Salary competitiveness: What seemed reasonable last year may no longer attract quality candidates.
Requirements flexibility: That “must-have” degree or specific experience might be limiting your pool.
Process efficiency: Your six-round interview process might be losing candidates to competitors who are making decisions faster.
Marketing approach: Your job descriptions and recruitment channels might not be reaching the right people.

Our job isn’t just to critique but to collaborate, consult, and advise. If you want different results, you have to be willing to change something. When institutions are open to adjusting salary, requirements, and expectations the process for finding solutions that work is seamless.

A New Kind Of Partnership: End-to-End Solutions

Traditional recruiting stops at placement. At Insight Global, we have learned that true success means owning the entire experience—from initial marketing through the first weeks of employment. We serve as an extension of our clients’ teams, guiding every step with a consultative approach that goes beyond filling seats.

In one recent engagement, we took complete ownership of a client’s hiring process: marketing the job opening, screening candidates, conducting interviews, managing onboarding, and providing first-week training. This holistic approach delivered an experience that attracted stronger candidates and significantly improved retention.

Why does this matter? Our research found via an independent survey that 22% of workers left their job in the first 90 days, often due to poor training. That awkward first day, the missing laptop, unclear expectations—these aren’t just administrative oversights. They’re retention risks. That’s why our solutions focus on:

Candidate experience consulting: Crafting every touchpoint to make candidates feel valued and informed.
Workforce planning: Aligning hiring strategies with institutional goals and market demands.
Structured onboarding design: Ensuring new hires have the tools, support, and clarity they need from day one.
Retention enablement: Building processes that foster engagement and long-term commitment
Strategic consulting: Helping institutions create new roles for emerging needs like AI and online learning or walking through org chart adjustments as departments shift, shrink, or merge.

Bridging Generational Gaps in the Workplace

One of the most nuanced challenges in this market is helping clients navigate generational differences in work expectations and communication styles.

While some hiring managers may lean on traditional interview dynamics—where candidates are expected to prove their worth—many younger candidates approach the process with a values-first mindset. They’re evaluating whether the role, culture, and growth opportunities align with their personal goals.

Both perspectives bring valuable insights to the table, and good recruiters coach clients in bridging these viewpoints, helping them communicate their value proposition in ways that resonate across all age groups while remaining true to their institutional culture.

Turning Change Into Opportunity

As we look ahead to a tech-based future, I’ve noted four trends that are heavily shaping higher education recruiting; let’s walk through them.

AI Implementation:Universities are beginning to explore how artificial intelligence can augment their workforce. Our AI in Hiring survey sheds light on its various areas of impact, but when approached strategically, AI has the potential to streamline various institutional operations and sharpen decision-making. Successful adoption depends on first assessing cloud infrastructure and digital readiness—laying the groundwork for effective, ethical integration.

Enrollment volatility: Student enrollment patterns have become unpredictable, making workforce planning more complex. Institutions often under-hire to manage costs, only to scramble to fill roles when demand surges. Moving from a reactive to a proactive approach can help institutions anticipate their students’ needs as well as their own.

Skills over degrees: While degrees remain a requirement for most roles, the broader market is shifting toward skills-based hiring. This trend presents both challenges and opportunities for higher education. Institutions willing to reconsider traditional requirements and embrace flexibility can tap into a wider pool of candidates and better align with evolving workforce expectations
Building trust and engagement: Success in recruiting hinges on more than credentials. Small gestures, consistent follow-through, and a consultative approach can significantly build trust and set institutions apart against their competitors.

Rather than viewing these shifts as obstacles, forward-thinking organizations see them as opportunities to rethink recruiting strategies and build resilience for the years ahead.

Accelerating Change Through Strategic Partnerships and Talent Solutions

While the value of higher education remains intact, how institutions are structured and staffed is what’s faltering . After all, the people behind the programs matter more than ever. Every unfilled role represents a missed opportunity to serve students, advance research, or strengthen community partnerships. Institutions that embrace modern recruiting practices will not only fill roles faster but build stronger.

Investing in strategic recruiting for higher education is a must.