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Experts have warned of an enrollment cliff for years, but this is just one of many “converging forces” currently impacting the higher education enrollment landscape, according to a new report from WittKieffer, “Shaping the Future of Enrollment Management Leadership.”
This report is typically published every four years, based on a survey of Chief Enrollment Management Officers (CEMOs) from various institution types and classifications. This year, however, it was conducted just two years after the previous one, “given the dynamism of today’s landscape,” the report reads.
The report examines trends, needs, and priorities among CEMOs and offers insight for colleges and universities to better support their current enrollment departments, retain talent, and ultimately ensure operational effectiveness in the event of staff changes.
“While the landscape for enrollment leaders is as challenging as ever, we are always struck by their commitment to students and their institutions despite significant headwinds,” says Amy Crutchfield, an author of the report, a WittKieffer senior partner, and leader of the firm’s Enrollment Management practice. “For this reason, we wanted to emphasize ideas and recommendations for institutions to help enrollment offices and teams be successful.”
What Forces Are at Play?
Aside from demographic shifts that have caused the enrollment cliff, other forces at play include, but are not limited to:
- political and cultural headwinds to navigate,
- budget constraints,
- turnover in leadership,
- rapidly changing technology, and
- concerns about the availability of financial aid.
How Has the CEMO Role Shifted?
Survey results illustrate mounting pressure on and expectations of CEMOs. They are increasingly absorbing more responsibilities and leading more areas within their universities. Most notable of those is international admissions (84% of CEMOs manage this department now compared to 68% in 2022), visitor center operations (64% compared to 42% in 2022), enrollment marketing and communications (58% compared to 34% in 2022), and outreach/pre-college programs (30% compared to 20% in 2022).
Are Salary and Professional Development Expectations Being Met?
As colleges and universities demand more of CEMOs, salaries have fortunately shifted upwards, according to the report. The majority (53%) of these leaders surveyed make $150-250k annually. There’s also been an increase in the proportion of CEMOs making $300-350k per year, particularly at R1 institutions. The report notes that “this shift in compensation packages reflects the heightened demand for experienced leaders who can navigate the complexities of higher education enrollment.”
However, salary alone isn’t enough to retain talent. The survey revealed a significant gap in professional development offerings:
- While 54% of CEMOs reported a desire for executive coaching, only 20% of institutions offer it.
- 44% expressed interest in a formal leadership development program, but only 29% of their schools have one.
- While 23% of CEMOs indicated the need for a formal mentorship program, once again, institutions lagged behind, with only 13% offering a program.
How Can Leadership Support CEMOs and the Enrollment Office?
The report illustrates several steps colleges can take to support CEMOs and the enrollment office. While revaluating staff salaries might not be practical at this particular time, assessing professional development opportunities to help staff continue to find value and purpose in the work is a good place to start. Well-designed professional development plans will equip staff members with the necessary skill sets to work toward enrollment goals and help schools build an internal pipeline for future enrollment leaders.
“Professional development stands out as a critical area where enrollment leaders can make a difference in their own institutions while also contributing to the future of the profession,” says Shelley Arakawa, WittKieffer principal and a co-author of the report. “We’ve heard enrollment leaders in the last few years talk a lot about needing to cultivate the next generation of enrollment leaders, and ensuring that enrollment professionals are engaged in the work and have meaningful opportunities to grow and develop as leaders will help.”
Beyond that, succession planning for key members among your enrollment staff is another important endeavor many schools are overlooking. According to the survey, 55% of institutions don’t have a succession plan for their CEMO and 48% don’t have a plan for other enrollment leadership team members.
The report also emphasizes the importance of weaving enrollment management into your institution’s strategic planning. Enrollment impacts the entire institution, and we can’t afford to view it as a siloed effort. “Build campus-wide understanding of enrollment management to foster engagement in enrollment efforts,” the report advises.
Bottom Line
Enrollment management, like much of higher education, is constantly evolving and has become increasingly complex, given the internal and external forces at play. How colleges and universities compensate, resource, and develop the staff members in the enrollment office will be key to each institution’s livelihood.
“It’s a time of challenges but also opportunities,” says Crutchfield. “Enrollment leaders will be critical to determining which institutions find long-term success.”
