Pro-Tips for Creating or Revamping a Peer Advising Program
Peer advising programs are crucial in enhancing the reach and effectiveness of career centers across different campuses. While the specific duties of peer advisors vary, it's essential to explore the best practices for creating and managing a peer advising program that enriches the student employment experience and caters to the evolving needs of students and career centers.
Research has shown that peer advising on university campuses is one of the most effective ways for students to achieve desired learning outcomes. Peer advising is considered a best practice by both NACE and NACADA.
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We tackle the challenge of “selling spinach in a candy shop" and demonstrating relevance to students.
Creating a well-defined brand for your career center is essential to fostering trust among students and ensuring they perceive the center as a valuable resource. Marketing any product or experience to students demands a deep understanding of the “new” 5Cs, outlined in this article from the Future of Commerce: Company DNA, Community, Global Culture, Circularity, and Customers.
Using this framework, let's explore how adopting these principles can transform your career center into a support hub for all students, regardless of their major, background, or aspirations.
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Let's dig into how ChatGPT and other generative AI might impact our work in career services.
Career services leaders and staff are beginning to ask, how will Generative AI impact our field, for better or worse? A recent survey of higher education leaders found that 90% are discussing generative AI, such as ChatGPT, with other leaders. The survey also found that 70% of respondents believe that generative AI will positively impact higher education, while 20% think it will negatively impact it. Our career teams can harness the power of generative AI to help us scale our work and increase impact with our constituents.
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3 New Career Team Superpowers
In my 20+ years in higher education, I have observed a shift in skillsets and job functions primarily focused on scaling services and activating the campus and community ecosystem. Some of these shifts relate to staffing changes, but many are the product of increasing awareness of student behavior/preferences, insights from learning experience design, and data-based best practices.
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Transforming our Services to Support Career Wellness
According to a survey by Active Minds, “80 percent of college students say the pandemic has negatively affected their mental health.” Students are not only experiencing uncertainty about their academic and professional futures, but they’re also grappling with environmental and social upheaval. Now that we're transitioning out of the pandemic and into a still uncertain future, we must transform our services to provide a more holistic and nurturing approach to a student's career journey.
Wellness is core to career development.
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