Key Takeaways:
- Strong leadership in graduate enrollment management is crucial for increasing enrollment and ensuring institutional financial health.
- GEM leaders must navigate decentralized structures and various stakeholder demands, as well as balance rankings, revenue, and reputation.
- Shifts in student preferences, such as demands for flexibility and personalized experiences, require GEM leaders to adapt while maintaining academic rigor.
- Increased competition for students, both domestically and internationally, adds pressure to recruit and retain top talent in a rapidly evolving educational market.
- Leveraging enrollment management technology and building strong internal and external partnerships are key strategies for GEM leaders to address staffing challenges, resource constraints, and evolving expectations.
In an increasingly competitive and disrupted higher education landscape, strong leadership in graduate enrollment management (GEM) is essential for understanding how to increase graduate enrollment and sustain institutional success.
GEM is a complex, highly visible function within universities that has become more critical in recent years. GEM leaders are tasked with ensuring the institution’s financial health by recruiting and retaining the right students, making this role a primary revenue generator. Beyond financial concerns, GEM leaders must maintain the academic and social integrity of the student body, ensuring that each new incoming class represents the institution well and aligns with its mission.
The structure of higher education enrollment management at the graduate level is often decentralized, operating in a hub-and-spoke model where the central graduate college serves as the hub and individual programs or colleges act as spokes. This decentralized structure, combined with the multiple layers of stakeholders involved in GEM—from university administration to academic departments—requires leaders with exceptional vision, adaptability, and operational skills.
Navigating Complex Demands
Leaders in graduate enrollment management operate in high-stakes environments. From external pressures like maintaining institutional rankings to internal challenges such as budget constraints and staff turnover, the role demands a skill set that spans far beyond traditional administration.
GEM leaders also face growing competition from alternative forms of education, doubts about the return on investment in graduate programs, and evolving student expectations.
The importance of leadership in this area cannot be overstated. Graduate enrollment management plays a critical role in ensuring institutional vitality, feeding every other function on campus by bringing in new students—and the accompanying revenue—that support the institution’s ability to operate. The growing pressure to do more with less in this space, particularly in light of demographic changes affecting undergraduate enrollments, highlights just how crucial effective leadership is in GEM.
Below are some of the key demands GEM leaders are facing today:
1. Rankings, Revenue, and Reputation
Graduate enrollment management leaders are often evaluated on their ability to balance three key concerns: rankings, revenue, and reputation. Rankings play an outsized role in many graduate programs, influencing everything from the quality of applicants to the program’s visibility in the marketplace. While undergraduate programs may focus more broadly on meeting enrollment targets, graduate programs are far more specialized, meaning rankings are closely tied to their ability to attract top talent. Leaders must carefully evaluate each applicant, balancing academic qualifications with the potential impact on the program’s rankings. For example, an applicant’s post-graduation salary is often weighted heavily in rankings, placing an additional burden on GEM leaders to ensure they are recruiting students who will succeed professionally after graduation.
Revenue generation is another area where GEM leaders face unique pressures. Graduate programs typically operate with leaner budgets than their undergraduate counterparts, and many are required to generate their own revenue through tuition. The need to balance scholarship awards, which are often nothing more than discounts on tuition, against revenue targets places an immense burden on GEM leaders. Unlike undergraduate programs that may benefit from broader institutional funding, many graduate programs rely on tuition to cover faculty salaries and operational costs. Therefore, GEM leaders are expected to be astute financial managers who can recruit enough students to generate the necessary revenue, all while maintaining the program’s reputation and rankings.
2. Shifts in Student Preferences and Staff Expectations
The COVID-19 pandemic transformed student preferences, creating new obstacles for GEM leaders. Before the pandemic, most graduate programs operated within clearly defined delivery models: traditional face-to-face instruction, completely online programs, or part-time formats. However, the pandemic accelerated the adoption of hybrid models, forcing institutions to rethink how they deliver education. Students now expect a high degree of flexibility, including online or hybrid options that allow them to engage with their programs on their own terms. Prospective students are also demanding more personalized experiences, from the initial recruitment stage through their time in the program. They want to be treated as individuals, with programs tailored to their specific needs and goals. These shifting preferences create a challenge for GEM leaders, who must find ways to adapt to the demand for flexibility while maintaining academic rigor and meeting institutional goals. There is also a growing expectation among students for curated, highly customized journeys throughout their educational experience. This demand extends beyond the classroom, encompassing everything from student support services to career guidance.
In parallel, the pandemic also changed the expectations of staff. Enrollment teams, much like students, experienced the benefits of working remotely during the pandemic. Staff members are now demanding permanent flexibility in their work arrangements, something that many institutions have been slow to fully embrace. As a result, GEM leaders face difficulties in retaining staff, leading to higher turnover rates and the loss of institutional knowledge. This staffing instability complicates efforts to meet enrollment targets and creates additional pressure on those who remain, increasing stress and job dissatisfaction.
3. Increased Competition for Students
Both domestic and international markets have become increasingly competitive for graduate enrollment. In the international student market, which has long been a reliable source of revenue for U.S. institutions, traditional markets like India and China are becoming less predictable. Visa provisioning, currency fluctuations, post-graduation employment obstacles, and many other factors have made U.S. institutions less attractive to international students. At the same time, countries such as China and India have invested heavily in their own higher education systems, creating strong competition for U.S. programs.
Domestically, the robust job market has further complicated efforts to recruit graduate students. Historically, graduate enrollment tends to increase during periods of economic downturn as individuals seek additional qualifications to improve their job prospects. However, the current economy has led employers to offer salary increases and promotions to retain employees, reducing the number of individuals seeking part-time or online graduate programs. The proliferation of online education has also made the market more competitive, with schools across the quality spectrum launching new programs that make it difficult to stand out.
4. The Role of Technology
Technology is reshaping the GEM landscape, both in terms of the tools available to leaders and the expectations of students. Leaders must navigate a complex array of technological resources, including customer relationship management (CRM) systems, application services, marketing platforms, and AI-driven tools. These technologies are essential for managing the enrollment pipeline effectively, but their sheer complexity can be overwhelming.
However, solutions such as Liaison’s Centralized Application Service (CAS) automate many administrative tasks, including document processing and verification, freeing staff to focus on higher-value activities. Similarly, AI-driven analytics tools such as Liaison’s Othot AI solution help leaders make data-driven decisions, which is especially valuable in times of high staff turnover when institutional knowledge may be lost. Yet, successfully integrating these tools into an institution’s strategy requires careful planning and an understanding of how they can best support both short- and long-term goals.
GEM leaders also have to stay ahead of technological advancements, such as generative AI, which are transforming the way students engage with the admissions process. The rise of AI tools that can assist with everything from essay writing to interview preparation raises ethical questions about the role of enrollment management technology in graduate admissions. It’s important not only to understand these technologies, but also to decide how to implement them in ways that align with their institution’s values and goals.
Addressing the Challenges: Partnerships, Tools, and Community
In a rapidly changing environment, GEM leaders need to develop an approach that blends practical management tactics with visionary leadership. The pressures of this role, from managing a diverse array of stakeholders to staying ahead of technological trends, require leaders to cultivate a network of partnerships both within and outside their institutions. Internally, GEM leaders should work closely with academic departments, faculty, and university leadership to ensure alignment between enrollment goals and program offerings. Externally, they need to build relationships with technology providers and other external partners who can offer the tools and support necessary to succeed.
The role of leadership in GEM today is too complex for any one person to handle alone. Just as scientific progress has evolved from the work of individual researchers to large, collaborative teams, so too must graduate enrollment management leadership evolve to become a community-driven practice. Partnerships with technology providers like Liaison, which can offer long-term support and strategic guidance, are critical to success in this space. These partners not only provide the tools to streamline operations, but also share the responsibility of understanding and anticipating graduate enrollment trends.
The Impact of Staffing Issues on Enrollment
Staffing is one of the most significant issues facing GEM leaders today. The combination of increased workloads and understaffed departments has made it difficult for institutions to meet their enrollment goals. Turnover among staff has become a persistent problem, with employees leaving for higher-paying roles in the private sector or more flexible work arrangements elsewhere. The loss of institutional knowledge that accompanies this turnover is particularly damaging, as new staff often take months or even years to fully understand the complexities of GEM.
In addition to the obstacles posed by turnover, those who remain in their roles often face increased stress and job dissatisfaction. As staff members take on additional responsibilities to cover the gaps left by departing colleagues, they are more likely to experience burnout, further exacerbating retention issues. This cycle of turnover and burnout creates a challenging environment for GEM leaders, who must find ways to stabilize their teams while continuing to meet institutional goals.
Strategies for Addressing Staffing Obstacles
A proactive approach to team management is necessary. One effective strategy is to focus on building a positive and productive team culture. Leaders can do this by creating spaces where employees feel comfortable sharing their ideas, where successes are celebrated, and where staff can see how their work connects to the broader mission of the institution. This requires clear communication from leadership, as well as a focus on aligning day-to-day tasks with the institution’s goals.
Another important strategy is to provide opportunities for staff to engage in meaningful work. By allowing employees to take on more complex and strategic tasks, rather than simply focusing on administrative responsibilities, leaders can improve job satisfaction and retention. Providing professional development opportunities, offering flexible work arrangements, and recognizing the contributions of staff members are all key ways to foster a supportive and engaged team.
Enrollment management technology offers GEM leaders a way to address many of the staffing troubles they face. By automating routine tasks, such as application processing and document verification, technology allows staff to focus on higher-value activities, including outreach and relationship building. For example, Liaison’s CAS and Othot, with its AI-driven analytics, provide frameworks for data-driven decision making, reducing the reliance on institutional knowledge that is often lost during periods of high turnover.
Technology also offers a way to support staff during periods of high demand. For example, CRM systems such as Liaison TargetX can help enrollment teams manage communications with prospective students, ensuring that no leads are lost during the recruitment process. By providing staff with the tools they need to work more efficiently, GEM leaders can create a more sustainable work environment that reduces the risk of burnout and improves team performance.
The Impact of Limited Resources
Limited resources are a constant dilemma in GEM, particularly as institutions face declining undergraduate enrollments and increased competition for graduate students. GEM leaders have to find ways to stretch limited budgets across all areas of the enrollment process, from marketing and recruitment to scholarships and student services. The pressure to do more with less is especially acute in graduate programs.
Staffing shortages further exacerbate resource constraints, as fewer team members must take on additional responsibilities to ensure that the enrollment pipeline continues to function smoothly. Without sufficient staff, enrollment teams may experience slowdowns in application processing, reduced outreach efforts, and missed opportunities to build relationships with prospective students. This not only makes it harder to hit enrollment targets, but also risks damaging the program’s reputation in the marketplace.
Strategies for Overcoming Resource Constraints
To overcome these challenges, GEM leaders must focus on developing agile strategies that allow them to maximize limited resources. One approach is to foster strong internal relationships with faculty, alumni, and other departments to support recruitment and yield efforts. For example, faculty members can play a key role in promoting programs to prospective students, while alumni can be invaluable in building the program’s reputation and assisting with yield strategies.
External partnerships are also critical. By partnering with enrollment management technology providers and other vendors, GEM leaders can access the tools and support they need to streamline operations and reduce costs, ensuring that every dollar spent contributes to meeting enrollment goals. For example, CAS automates much of the application processing work, allowing staff to focus on relationship-building and yield efforts. Tools like Othot enable leaders to make informed decisions about how to allocate limited resources. During times of budget cuts, these technologies provide indispensable support, allowing enrollment teams to continue reaching their targets even when resources are scarce.
The Risks of Setting Unattainable Goals
Setting unrealistic enrollment goals is a common issue in GEM that can have serious consequences for both staff morale and institutional performance. When goals are consistently missed, staff can become disengaged, frustrated, and even demoralized. This often leads to burnout and high turnover rates, as team members feel they are being asked to achieve the impossible. The pressure to meet unattainable goals can cause GEM leaders to make short-sighted decisions. For example, admitting students who are not a good fit for the program can have long-term negative impacts on both the program’s reputation and student success.
Strategies for Setting and Achieving Realistic Goals
To avoid these pitfalls, a collaborative approach to goal setting is essential. Enrollment goals should be based on a realistic assessment of market conditions, historical performance, and the institution’s capacity to support incoming students. This requires input from a broad range of stakeholders, including university leadership, academic departments, and enrollment teams. By engaging these stakeholders in the goal-setting process, leaders can ensure that targets are both achievable and aligned with the institution’s broader mission.
Data plays a critical role in setting realistic goals. GEM leaders should leverage historical performance data, external benchmarks, and real-time feedback from recruitment staff to inform their goals. Platforms such as Liaison’s CAS and Othot provide valuable insights into applicant pipelines and graduate enrollment trends, helping leaders set targets that are grounded in data rather than speculation. Regular reviews of progress toward goals, coupled with adjustments based on changing conditions, can help keep teams motivated and ensure that enrollment targets are met.
Even when goals are realistic, there will inevitably be times when they are not met. During these periods, it is critical for GEM leaders to maintain team motivation and engagement. One way to do this is by tying each team member’s work to the broader mission of the institution. By highlighting how their efforts contribute to the success of individual students and the overall health of the program, leaders can help staff stay connected to that mission, even when targets are missed.
Celebrating small wins is another important strategy for maintaining motivation. Whether that includes improving conversion rates from stage to stage in the enrollment funnel or successfully yielding a high-quality applicant, staff achievements should be recognized and celebrated. This helps team members feel valued and reinforces the importance of their contributions, even when broader enrollment goals are not met.
Overcoming Prospective Students’ Concerns About Graduate Education
One of the biggest challenges GEM leaders face today is addressing prospective students’ concerns about the value of a graduate degree. With rising tuition costs and a strong job market, many students are questioning whether the investment in graduate education is worth it. Employers are increasingly offering professional development opportunities in-house, reducing the need for employees to seek additional qualifications. The opportunity cost of leaving the workforce to pursue a degree is a significant consideration for many prospective students.
To overcome these concerns, GEM leaders have to clearly communicate the value of their programs. This involves collaborating with academic and finance teams to introduce flexibility in program delivery, such as hybrid or online options, as well as finding ways to reduce the financial burden on students through scholarships and other forms of financial aid. Marketing teams play a key role in this effort, crafting messages that highlight the tangible benefits of graduate education, such as career advancement, salary increases, and job placement rates.
Data-driven storytelling can be a powerful tool for addressing prospective students’ concerns about the ROI of graduate education. GEM leaders should collaborate with career services, alumni relations, and academic departments to gather data on graduates’ career outcomes, as well as success stories from alumni. These stories should be regularly refreshed to remain relevant and aligned with the changing needs and expectations of prospective students.
Technology can also support this effort by enabling personalized communication with prospects. CRM systems such as TargetX allow enrollment teams to tailor their messaging to individual prospects based on their interests, goals, and concerns. By using data to customize communication and build deeper relationships with prospects, GEM leaders can more effectively address concerns about the value of a graduate degree and increase the likelihood of enrollment.
Paving the Path Forward: Collaborative Leadership in a Complex Landscape
Leadership in graduate enrollment management has become increasingly complex, requiring a blend of strategic vision, operational expertise, and the ability to adapt to constant disruption. To meet their enrollment goals, GEM leaders must be effective across all the domains of their work—navigating staffing challenges, resource constraints, shifting student expectations, and an ever-evolving technological landscape. Success in this space is no longer the result of any single person’s efforts but rather the collective work of a broad network of stakeholders, both inside and outside the institution. By building strong internal relationships, fostering external partnerships, and leveraging the right technology, GEM leaders can meet these obstacles head on.
In a world where leadership in higher education enrollment management demands superhuman effort, partnerships will be the key to success for future graduate programs. Liaison is ready to help schools build a path to the future they want. Contact us today to learn more. Together, we can chart a course through the volatile, uncertain, complex, and ambiguous present to a stable, successful, and sustainable future.
Written by Stephen Taylor, Vice President, Graduate Enrollment Strategy at Liaison. With over 20 years of experience leading and supporting large grad teams and a leadership philosophy focused on culture building, Stephen brings a unique perspective to the trends shaping higher education.