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Is Your Institution Bridging the Gap Between Education and Employability?

Research conducted by NACE indicates that college graduates who participate in experiential learning opportunities, such as internships or study abroad, have an average starting salary of $59,059, whereas those who do not participate in such activities earn an average of $44,048. Furthermore, data from Handshake illustrates that nearly seven out of eight (over 87%) of recent graduates engaged in internships during their college tenure.

Yet, 98% of employers say they struggle to find qualified talent, and nearly 90% report hesitancy in hiring recent graduates. The disconnect becomes even more apparent when we consider that 60% of employers cite a lack of real-world experience as their primary concern. 

These findings underscore a critical challenge for higher education: the systems we’ve built to connect our students' skillsets with potential careers are not adequate for the modern workforce. Experiential learning occurs, but it often lacks depth, visibility to employers, or practical skill transfer.

Colleges and universities that effectively bridge this gap will be the most likely to earn the trust and confidence of both employers and prospective students alike.

How to Navigate these Changes

For college presidents, CFOs, and trustees, the question now becomes one of adaptation.

Our recent blog offers steps to navigate through these changes. Leaders should assess financial resilience by:

• Understanding what cash reserves and liquidity measures are at their disposal
• Projecting enrollments under good, bad, and worse projections. Institutions must begin modeling now for a range of budget scenarios
• Stress-testing enrollment scenarios within a financial model to see what cuts would have to be made, what the discount rates could be, and what would need to be prioritized
• Focusing on expanding or adding high-demand academic programs that align with the institution's Mission
• Eliminating underperforming and non-mission-centered programs and other costs
• Even minimal cuts can make a significant difference, as seen with Albright College selling off its art collection
• Exploring partnerships with employers to increase marketability, add a revenue stream, and build a deeper connection with the local community
• One innovative example is Goucher College’s partnership to bring Whiting-Turner to campus
• When in doubt, begin building new Financial Strategies altogether
• For years, private colleges have been able to survive by raising tuition faster than inflation and then partially reducing the impact through tuition discounts. Due to the changes in perceptions of a degree, the enrollment cliff, and now the OBBA, tuition discount strategies are losing their capacity to generate new net tuition revenue. It is prudent for private colleges, especially those with financial constraints, to consider alternatives to the traditional tuition discount strategy. However, always check with legal counsel and the Board to confirm that the revenue stream aligns with the mission and brand, and is legally sound.

The OBBA represents a pivotal shift in the federal government’s role in shaping higher education finance. The full effects may take years to unfold, but institutional leaders must prepare for a more constrained and outcomes-driven funding environment within the next few years.

Firm News

We had the pleasure of sponsoring the 2025 Scholarship Gala of one of our longest-standing clients, Vaughn College of Aeronautics and Technology. The Gala was a fantastic success in celebrating the tremendous work of students, faculty, leadership, staff, and the entire Vaughn Community. Below are members of the Stevens Strategy Team with Vaughn College CFO Brendan Leonard (far left), President Sharon DeVivo (third from the left), and Chair Peter Vaughn (second from right).

Meet Our Consultants

Continuing with our highlights of our consultants and their expertise, we have Senior Consultant Sonal Kumar, Ph.D.

Sonal Kumar, Ph.D.

Sonal Kumar, Ph.D., joined Stevens Strategy in 2025 as a Senior Consultant. She brings over 25 years of experience in education and healthcare, having served as a faculty member, administrator, and dean.

Throughout her career, Sonal has taught and developed courses in leadership, organizational behavior, strategic planning, communication, and human resource management. She has also led a Ph.D. program and directed online learning initiatives. Her consulting and coaching practice is based on her extensive expertise in strategic planning, organizational development, and operational efficiency, especially within higher education institutions experiencing change or growth.

Sonal is focused on helping leaders build stronger systems for talent management, change leadership, and institutional accountability. She has provided organizational development consulting to academic programs and operational groups, using creative and evidence-based strategies to drive performance and results. Her cross-sector experience in healthcare and education uniquely positions her to guide institutions through complex challenges with clarity and innovation.

Dr. Kumar holds a Ph.D. in Organizational Behavior from the Indian Institute of Technology (IIT). She is a certified coach from Harvard Medical School and a certified e-Coach from The Dartmouth Institute. Additionally, she holds a Six Sigma Yellow Belt certification and is trained in mediation. Her approach is shaped by a strong commitment to coaching, mentoring, and life skills development, grounded in the belief that effective leadership starts with intentional growth and strategic alignment.

Sonal brings a global and interdisciplinary lens to her work, rooted in a passion for institutional excellence and a belief in the transformative power of education.

Q&A with Sonal: 

What’s one ability you think every leader in higher education should master?

"One crucial ability in today’s higher education world leaders should master is Adaptive Leadership/Crisis Leadership.

Higher education all over the world is facing rapid change because of globalization, political interference and pressure, technological advancements/disruption, shifting demographics, evolving student needs, and financial pressures. Adaptive/Crisis leadership equips leaders to navigate these complex, uncertain environments by:

• Listening actively and empathetically - My advice is to listen more through your eyes than your ears- this will give leaders the opportunity to stay engaged and have a firsthand experience of the environmental changes and challenges.
• Engage to Persuade – pay attention to your audience
• Collaborate – Bridge the gap/silos. Being part of administration and faculty for a long time I have realized that higher education has huge silos. Even after being part of the same curriculum, different departments don’t interact with each other. So, bridge the gap. Involve each of your stakeholders in crucial decision-making. Providing them with opportunities to interact. Asking for help and support where needed.
• Don’t make it personal - Encourage experimentation and innovation, challenge the status quo while being aligned with your institutional mission, vision, and values. Balance tradition with innovation.
• Be Human – The most important aspect of being adaptive is to be human. Challenging times require challenging steps. If a leader takes challenging steps without paying attention to the emotional quotient/human aspect, the chances of failure are much higher.

Being Adaptive or leading in crisis is not about being reactive; it’s about being a leader when it’s most needed."

What is one thing you wish leaders of institutions knew?

"Like any other relationship, 'Trust' is a strategic asset for any institution’s leader. Building and maintaining positive relationships is critical to managing challenges. It makes everything happen, from school visits to enrollment, admission, retention, endowment, and standing in the academic world; it all depends on the trust from the internal and external community. It requires the same skills that are required for being an Adaptive leader. Trust is not just a positive word; it is a strategic asset for leaders to have."

One piece of advice for a mid-career professional?

"Define your success, take a pause and recalibrate, invest in being relevant, and act like a leader you would like to be."

You can connect with Sonal via LinkedIn. To learn more about how our experts can assist your institution, please contact us below.

603-863-4704

info@stevensstrategy.com

Grantham, NH 03753

Quiz Answer: D) Purdue University

While Michael Collins and Buzz Aldrin both graduated from West Point in 1951 and 1952, respectively, Neil Armstrong attended Purdue under the Halloway Plan, the precursor to Naval ROTC. The first man to walk on the Moon chose Purdue after watching the Boilermakers upset Ohio State in football in 1945.

Since then, Purdue has produced 27 astronauts and is recognized as the "Cradle of Astronauts."

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