• Operations - Career Services

  • The Future of Career Services Is Now

    The current drive to better understand and anticipate the future of career services may be distinctive in that it is influenced by certain environmental factors that threaten a potential sea change in higher education.

    Vetting, Education Keys to Preventing Burn From Fraudulent Job Postings

    How are career centers protecting their students—and the career centers, themselves—from unscrupulous scammers and the fraudulent job postings they often deploy to gain access to students?

    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.

    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.