Bridget serves as a strategic researcher for EAB’s four-year partner institutions. Since joining the EAB research team in 2017, Bridget has worked with Provosts, career services leaders, international engagement leaders, and other executives across the university. Bridget’s past research focused on topics such as virtual employer engagement, international partnerships, program development, and market trends.
In her free time, Bridget enjoys exploring state parks and hiking trails in the greater Washington D.C. region and trying new recipes.
Bridget graduated from Claremont McKenna College with a B.A. in Government. During her time at Claremont McKenna, Bridget was a student leader at the Kravis Leadership Institute and swam competitively for the Claremont-Mudd-Scripps women’s swim team.
Research & Insights
As higher education institutions and other organizations continue to move to an increasingly sustained virtual environment in the midst of the COVID-19 pandemic, career services offices face the challenge of adapting to engage students and employers virtually. While many career services offices already migrated their offerings and events to a virtual environment this past spring, they must keep their websites up-to-date as staffing, hours, and programs continue to evolve across the late summer and fall.
The sight of students in business professional clothes clamoring at the doors of a career fair will be but a distant memory for career services leaders and employer recruiters this Fall. With physical distancing measures and employer travel suspensions in place for some time to come, career services must be ready to facilitate virtual connections between students and employers for career fairs and other activities. As the Fall draws nearer, many employers report feeling left in the dark about career services’ plans. Here are three imperatives for career services leaders to immediately develop and communicate Fall plans to employer partners.
Read the four to do items that career services leaders are focusing on in the coming weeks to engage and support employers through COVID-19.
Universities across the globe have collaborated for decades to increase student mobility, expand research impact, and solve global challenges. However, as the number and complexity of these collaborations have increased, so have the number of parties involved. This often this leads to a proliferation of MOU’s with little coordination or strategic oversight. Institutions are unaware of the full scope of collaborations, potential risks, and opportunities for growth. To help minimize risk and maximize the impact of their global partnerships, institutions are increasingly turning to a centralized, international strategy champion to advance their collaborations.