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We share insights from EAB’s latest research on the higher education industry as well as key opportunities for colleges and universities to redefine and articulate a value proposition that speaks directly to the needs of future campus stakeholders. These sessions are open to all cabinet-level and executive positions at regional higher ed universities.
We share insights from EAB’s latest research on the higher education industry as well as key imperatives for large and selective institutions looking to take advantage of the new rules of winning. These sessions are open to all cabinet-level and executive positions at higher ed universities.
This white paper explores three common gaps institutions can address to create proactive retention practices to build a more inclusive staff culture.
Use this tool to establish a process for surfacing major gift prospects from engagement events and handing them off to gift officers.
Much has already been said about the business case for diversity, but simply setting goals or metrics for minority hiring is transactional and impersonal. To truly attract a diverse set of applicants, your institution must sell itself as an exemplary place to work both professionally and personally.
Disabilities are often overlooked in college and university DEI statements and initiatives. Follow these eight imperatives to ensure your higher ed institution is supporting staff with disabilities, from recruitment to advancement.
EAB provides in-depth research and services for higher ed advancement leaders to meet their most pressing challenges. We’ve surfaced best practices to help you tackle fundraising goals, improve alumni engagement, build a world-class advancement team, and more.
Aligning Resources with Institutional Ambition: Breaking the Three Constraints on Fundraising Growth Part II
The second of EAB’s “Three Constraints” series looks at how best-practice institutions invest not only in frontline positions but support roles as well, how they align their compensation and benefits to attract (and retain) the best talent, and how they broaden their recruiting network to bring more high-potential candidates into the industry.
Creating Pathways for Transformative Impact: Breaking the Three Constraints on Fundraising Growth pt. III
This final session in EAB’s “Three Constraints” series uncovers the shortcomings of how most advancement divisions connect their donors to transformative impact. Importantly, it offers counterexamples of breakthrough institutions recasting philanthropy to meet the needs of today’s donor-investors. The CAO sessions are limited to Chief Advancement Officers and AVP Advancement. The Team sessions are best suited for Advancement Team members.
The temptation is to settle by hiring whoever seems remotely qualified even if they are not what you were looking for. Sure, you may get lucky, but do you really want your important leadership hire to be based on chance? Don’t settle, and don’t give up hope!