Grow international enrollment by leveraging these 3 hidden drivers

Navigating recruitment investments amid market volatility is a perennial problem for enrollment leaders, especially for resource-intensive international recruitment. Many of our partners are tasked with maintaining a sustainable enrollment pipeline amidst travel limitations, funding declines, and ongoing global financial disruption. These persistent challenges mean institutions will have to do more with less in order to remain competitive in the years to come.

Drawing on our research and conversations with international recruitment and strategy leaders from around the globe, we’ve identified the top strategies for leveraging existing institutional resources to meet international student needs and expectations—resulting in more sustainable enrollments along the way.

Read our key takeaways from Leveraging Hidden Enrollment Drivers to Grow International Enrollment, and make sure to check out next steps. You’ll learn about why an “inside-out” strategy will be key in a volatile recruitment landscape as well as best practices to grow enrollments.

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Review the Key Takeaways

Too often, institutions feel they are leaving international student enrollments on the table

Institutions often aren’t aware of their key strengths and differentiators that will resonate with an international audience or they don’t know how to leverage them. They should identify key institutional stakeholders, unique experiences, and high-value opportunities that have drawn international students to their university in the past and invest in improving and communicating those opportunities to grow their prospect pipeline.

Most universities overestimate barriers and underestimate incentives for faculty recruitment support

Despite widespread recognition that the faculty voice resonates with prospective international students, few institutions successfully bring faculty into the fold for recruitment efforts. However, by providing multiple opportunities for engagement that speak to diverse faculty motivations, institutions can connect faculty to institutional global strategy and student recruitment.

Current students are underutilized as informal network managers