Enrollment is one of the most pressing issues facing higher education, as enrollment numbers are a primary driver of revenue for both public and private institutions. Colleges and universities have long faced significant challenges with declining enrollment, a trend that was exacerbated during the COVID-19 pandemic. Although enrollment numbers overall increased by 2.9 percent between 2023 and 2024, five percent fewer freshmen enrolled this year. Disaggregation of the data shows a decline of six percent among Black and multiracial students.
These findings represent a divergence from the trajectory enrollment had been on since the pandemic. While specific reasons are not known at this time, it is likely that challenges with the FAFSA roll-out, coupled with the repeal of affirmative action in higher education admissions, had a significant impact on enrollment this year.
Another concern has also emerged: the national birth rate fell by almost 23 percent between 2007 and 2022, which leads to an expected decline in the number of college applicants beginning in 2025. While this trend is creating anxiety at institutions of all sizes, it is important to consider that half the colleges in the U.S. enroll fewer than 2,200 students, and many of these institutions are especially affected by the decline in the traditional student population.
Turnover among enrollment leadership is becoming more prevalent as leaders are voluntarily or involuntarily leaving their positions. Many enrollment leaders cite extreme pressure to deliver numbers as an impetus for their departures. Presidents and boards expect more from enrollment teams as the industry experiences increasing concerns about costs and questions about higher education’s value.
At this critical juncture, colleges and universities experiencing an enrollment leadership vacancy should take ample time to assess institutional needs and determine the type of leader that can best address them. Appointing an interim leader affords institutions the opportunity to do so.
Interim leaders can play a highly consequential role in higher education institutions. Their efforts – whether focused on maintaining stability for stakeholders, re-orienting the course of a
department or organization, or sustaining positive momentum – lay the foundation for the permanent appointee. Interim leadership, which may be in place for up to six months or more, can bring in fresh ideas, implement new platforms to drive efficiency, and bring some creativity to the role that will benefit the permanent leader who follows.
AGB Search has supported interim leadership searches for a broad range of positions since 2010. Recent trends in the firm’s interim appointments indicate that institutions are more frequently tasking interim enrollment leaders with assessing department structures and implementing recommended improvements. This approach can make the permanent position more attractive to potential applicants, as they will assume a role that has maintained forward movement.
It is clear that for colleges and universities to survive and thrive, they must have exceptional enrollment leadership in place. The Chief Enrollment Officer is one of the most challenging positions on campus; these leaders are under tremendous pressure to establish and achieve ambitious enrollment goals every year.
AGB Search has supported numerous searches for both permanent and interim enrollment leaders at public and private institutions of all sizes. While the scope of the position may vary across institutions, the desired attributes of these leaders remain consistent. Enrollment leaders should be well-versed in the principles of Strategic Enrollment Management (SEM), in which enrollment goals and strategies are clearly linked to the institution’s mission, and student success is a key objective. Leadership characteristics within the SEM framework include:
Strategic thinking
The most successful enrollment leaders are those who are able to see the big picture and anticipate and plan for challenges and opportunities.
Data-informed decision making
Enrollment leaders must be adept at analyzing data, such as student demographics, and developing actionable strategies in response to their learnings.
Relationship-driven
Higher education is a relationship business. Enrollment leaders must establish trusting and collaborative relationships with a wide range of constituencies across the campus, with external partners such as college counselors at feeder high schools and other colleges and universities, and among students and their families.
Holistic approach
The job of enrollment leadership extends beyond matriculation. Enrollment leaders must think holistically about the student journey, from admission to retention to graduation, and discern how to support student success.
As with any leadership search, it is important to involve stakeholders in the process to define position requirements and identify the desired qualifications of the future leader. A search committee can assist in bringing accountability, transparency, and diverse perspectives to the search, while ensuring the search is grounded in institutional values and ethical standards.
Most institutions enlist the assistance of an experienced executive search firm to effectively facilitate the identification of the ideal leader to meet their needs. Search firms have access to national networks of highly qualified talent, their expertise results in a more streamlined search, and they have the tools to conduct robust due diligence on prospective hires.
When the new appointment is made, search committee members can play an integral role in onboarding the new enrollment leader, supporting and engaging with them even before their first day on the job.
Higher education enrollment teams are responsible for recruiting and enrolling students with care while being expected to reach ambitious goals. The pressure to perform is leading some to transition away from their roles, and some out of the profession as a whole. Presidents may also be under extreme pressure from their Boards to give their enrollment leaders a very short runway to success.
As demographic shifts and enrollment trends portend continued constraints on institutions’ ability to meet their goals, institutions may want to consider how they can better support enrollment leaders and keep them engaged. To attract and retain top enrollment leadership, colleges and universities may need to adjust their goals, allocate more resources to this critical department, and implement practices to support the team’s well-being.
Despite these challenges, talented professionals in Enrollment Management will continue to be in demand, and experienced search consultants can be the ideal partners in assisting institutional leaders in finding the right interim or permanent hires to maximize the opportunity for success in this essential area.
Learn more about AGB Search’s Enrollment Practice.
