In the nearly two years since our February 2022 report, career services have been reimagined at more colleges and universities. The initial “context for change” described by the World Economic Forum in its “Jobs Landscape” report of 2019 prompted innovations such as positioning career services within Advancement and employer partnerships with universities, including by alumni
2023 continued to be a year of transition out of the COVID-19 pandemic, which for more than two-and-a-half years applied its grip on every part of life for organizations and individuals and laid the foundation for a changing future. The universe of educational institutions and their advancement programs was no exception. This report continues our
NAPA RESEARCH As the 2022-2023 academic year began, topics of confidence in higher education and workforce relevance, higher education’s costs, university admissions practices and diversity initiatives dominated the headlines. Since then, some other important themes have garnered significant attention, such as Generative Artificial Intelligence and the U.S. Supreme Court’s intention to rule on high-profile
This mid-year update to our whitepaper, Trends in Advancement, Fall 2022, underscores the reality that the “pandemic pivot” in institutional relationship-management has forced alumni, development and marketing offices to be more creative, collaborate more and test new ways of interacting. But while the shift from traditional, in-person activities toward digital and virtual engagement continues, alumni
This mid-year update to our Fall 2022 whitepaper, How University-Related Foundations are Evolving, calls attention to a growing issue that may bring increasing challenges to university foundations – the talent and employment trends in higher education overall. AGB’s CEO Update from November noted a “meaningful realignment in higher education as an employer” and, as a
Over the past three years, we’ve seen several universities, schools and foundations make the mistake of pausing their multi-year planning projects because of the pandemic – yet a time that multi-year thinking, and preparing for the “next future” was needed most. Yet leaders of other organizations understood that discipline around strategic planning was more vital
Shifts in consumer behaviors and expectations accelerated by COVID-19 have forced organizations to change how they connect with customers. In business, those that do not adjust will be left behind. Why? Because “platform organizations” that connect with customers online via multiple touchpoints informed by sophisticated analytics accelerated improvements in relationship management during the virtual activities
As the 2022-2023 academic year began, topics of confidence in higher education and workforce relevance, higher education’s costs, university admissions practices and diversity initiatives dominate the headlines. With respect to confidence in higher ed and workforce preparation, The Chronicle of Education’s Special Report, “Building Tomorrow’s Workforce,” zeroes in on a critical theme summing up higher
Overview In reporting on the trends in Pre-K–12 independent school education earlier this year, Donna Orem, president of the National Association of Independent Schools (NAIS), cited several outcomes, questions and lessons from the COVID-19 pandemic. With no single typical experience among the schools, she noted several common themes that can provide guidance for the future:
The evidence is clear that employees today want more work-life balance. A Bain study found that 58% of workers across 10 global economies feel the pandemic has forced them to rethink the balance between their work and their personal lives.[1] Employees are questioning why they work – what is it for? how can we do