Resilient Skills: Survivor Skills That the Class of COVID-19 Should Pursue

“…The set of skills required to be successful in the "future of work" and the post-COVID workplace will be significantly different than the skillsets needed in the pre-pandemic economy (Coffey et al, 2020).…”

Section: Statement Of the Problemmentioning

confidence: 98%

“…To mitigate the impact of this trend, institutions are aiming to win over prospective students by highlighting their return on investment in the form of graduate career outcomes (Busteed, 2020;Wilkerson, 2020). The economic uncertainty and high levels of unemployment resulting from the COVID-19 pandemic have made students and families even more eager to see how colleges can support positive employment outcomes after graduation (Akkermans et al, 2020;Autin et al, 2020;Coffey et al, 2020;Daly et al, 2020).…”

Section: Statement Of the Problemmentioning

confidence: 99%

“…The economic uncertainty and high levels of unemployment resulting from the COVID-19 pandemic have redoubled the already intense scrutiny of how colleges can support positive employment outcomes after graduation (Akkermans et al, 2020;Autin et al, 2020;Coffey et al, 2020;Daly et al, 2020).…”

Section: Redoubled Demand For Career Rois From Students and Familiesmentioning

confidence: 99%

“…Friedman, 2020;MIT Technology Review Insights, 2020;Tomas, 2020). Career services units are driven to respond to these rapid, tectonic changes in the workforce to serve their diverse stakeholders (Akkermans et al, 2020;Autin et al, 2020;Coffey et al, 2020;Hart Research Associates, 2018;Torii & O'Connell, 2017).…”

Section: Today's Changing Employment Landscapementioning

confidence: 99%

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Managing organizational change in career services units

Merry

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This study examines how leaders of career services units manage organizational change to meet the evolving needs of their internal and external stakeholders. These leaders are increasingly required to spearhead significant changes within their teams and across their institutions to adapt to rapid changes in the higher education sector and the workforce. One-on-one semi-structured interviews were conducted with 17 leaders of career services units at 4-year institutions in the United States who had recently managed an organizational change process. General Inductive Analysis was used to code transcripts of these interviews and identify major themes and associated subthemes. The five major themes found in the data were: 1) identifying the motivations for organizational change, 2) gaining buyin from internal stakeholders, 3) developing and communicating a vision for change, 4) supporting direct reports through the change process, and 5) defining and measuring success. This study suggests that career service leaders are productively employing change management strategies to secure support from senior leadership, generate buy-in from faculty, and manage the experiences of their direct reports. The findings also indicate that these leaders are aware of the importance of a strong vision and a data management strategy for organizational change, but that they often had difficulty enacting these to their fullest potential. The study closes with recommendations for how career services leaders can benefit from learning more about the field of change management and applying its tenets to their organizational change efforts.

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Resilient Skills: Survivor Skills That the Class of COVID-19 Should Pursue

Cited by 2 publications

References 48 publications

What Skills Do Employers Seek? Four Perspectives

What Skills Do Employers Seek? Four Perspectives

Managing organizational change in career services units

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