Faculty play a vital yet sometimes underutilized role in enrollment efforts. As experts in their fields and mentors to current students, they are uniquely positioned to make meaningful connections with prospective students. But to fully engage faculty in these efforts, institutions must change the culture surrounding the idea of who owns recruitment and enrollment. Speaking as a 19-year member of the faculty myself, this can be a pretty tough sell.
Now as a dean at a small, private teaching university, I spend much of my time making the case to faculty that we all share a responsibility for recruitment—and thinking about how to reward and recognize their efforts in this important domain. Below I offer some practical strategies for increasing faculty involvement to grow enrollment and strengthen connections between academics and admissions.
Share Data to Build Support
For faculty to fully embrace a role in recruitment, they must first understand why their participation is critical. The most effective way to achieve this is through clear, compelling data that highlights the institution’s enrollment challenges and opportunities.
Are faculty at your institution invited to big-picture discussions about enrollment trends? Telling them “the demographic cliff is here” isn’t enough. We can’t assume they are aware of where their institution stands stand locally, regionally and nationally in terms of program demand, trends and urgency. It is imperative for administrators to share data on which programs are growing, which are shrinking and where prospective students are choosing to enroll instead. This information allows faculty to see where their programs stand and how their involvement could help tip the scales in the institution’s favor.
The most compelling data of all might be prospective student feedback. At my institution, our enrollment management team collects a variety of data, and perhaps most convincing is what prospective students say they enjoy most about their campus visits. Overwhelmingly, surveys with prospective students identify interactions with faculty as a key highlight. There is not really a close second. This insight reinforces the idea that faculty are the best ambassadors for their programs, as they provide the human connection that brochures and websites simply cannot replicate. Admissions counselors are wonderful representatives, but students and families are drawn to faculty as the experts.
Recruit Faculty Champions
A faculty champion can serve as the bridge between academics and admissions—but identifying the right person is critical. A faculty champion should be someone with strong interpersonal skills, a passion for the institution and a natural ability to connect with students. Their enthusiasm should inspire both their colleagues and prospective students.
To support this champion, institutions need to provide some relief such as a three- or six-credit course release. This gives the faculty champion the time and flexibility to dedicate to recruitment efforts so they can serve as the primary point of contact for student visits, open houses or any extra activities. Small colleges likely cannot afford a faculty champion in every department, but perhaps the role rotates based on need or on programs of focus.
Once a faculty champion is identified, allow them to take the reins. Their deep understanding of the academic program and their ability to relate to both students and faculty make them the ideal liaison. They may intuitively develop tailored recruitment strategies based on their natural ability to connect with prospective students to share with the team. But this cannot simply be an extra ask on top of everything else.
Make Recruitment Personal
Faculty are more likely to embrace recruitment activities when those efforts feel personal and aligned with their own experiences or interests. By tailoring opportunities to individual faculty members, institutions can foster greater enthusiasm and commitment.
One effective approach is encouraging faculty to visit or host groups from high schools with which they have a personal connection, such as their alma mater or the high school/district their children attend. Parents are naturally connected to parent-teacher organizations or school booster clubs and may know many of the students personally. During these visits, faculty can offer a hands-on activity or lesson to give prospective students some insight into their future path.
Institutions must support these efforts. If an activity takes place off campus, the enrollment management division should cover any associated costs, such as mileage and meals. A small investment in time and resources can go a long way in building meaningful connections with prospective students.
The Role of the Dean
For faculty recruitment efforts to succeed, the academic dean must take an active and visible role in the process. Deans set the tone for faculty engagement and serve as the vital link between admissions and academics, and their leadership is essential for creating a culture where recruitment is seen as a shared responsibility.
By coordinating any outreach efforts that might stem from individual programs or an academic school, the dean can also lighten the logistical burden on faculty. This could include managing scheduling, room reservations and communications through their office. The dean should be present and visible if there are coordinated activities taking place.
Another important responsibility of the dean is to communicate results. Faculty want to know that their efforts are making a difference. Share success stories, whether it’s a student who applied on the spot during a high school visit or an email from a parent expressing gratitude for the time spent with faculty. If specialized activities are offered through a particular school, how many of those students who attend go on to apply and enroll? Highlighting these data points validates faculty involvement and reinforces the impact they have on enrollment.
The dean’s office can also amplify school- or discipline-specific recruitment efforts through social media. Featuring faculty-led activities, showcasing prospective student interactions and celebrating student success stories all help build a positive narrative that supports both recruitment and retention.
Lastly, the dean should offer gratitude. Faculty are more likely to participate when they feel appreciated. Simple gestures such as handwritten thank-you notes, verbal recognition during meetings or small tokens of appreciation (such as free lunches) can go a long way. If the budget allows, consider hosting a small celebratory event to recognize faculty contributions to recruitment efforts. When deans lead by example and show their investment in recruitment, faculty are more likely to follow suit.
University Acknowledgment
Engaging faculty in recruitment requires more than encouragement: It demands meaningful incentives that recognize their contributions and motivate sustained participation. By aligning recruitment efforts with tangible rewards, institutions can show faculty that their time and energy are valued.
One compelling incentive is to give increased weight to recruitment activities during promotion and tenure evaluations. For many faculty members, the path to promotion can feel narrowly focused on research and teaching. Helping with open houses or prospective student visits has always fallen in the silo of service. But what we’re now asking of faculty in relation to recruitment may rise above and beyond the asks of the last several decades, with no give anywhere else.
Financial incentives, such as stipends or professional development funds, can also be effective. Even small monetary rewards demonstrate that the institution acknowledges the extra effort faculty put into recruitment. These funds could support travel, conference attendance or classroom resources—practical benefits that faculty will appreciate. At a minimum, the enrollment management office should be providing printed materials or giveaways and not placing that burden on departments. Chairs and faculty are resentful when the budget is tight and they’re being asked to do more on their own dime.
Concluding Thoughts
The role of faculty in recruitment is unique and powerful, and the first step in engaging their expertise in the recruitment process must include an evaluation of the culture surrounding who owns enrollment. If the relationship between admissions and academics is fractured or dysfunctional, then you have successfully identified your starting point. The ability of faculty to connect with prospective students, share their passion for their discipline and provide authentic insights into the college experience makes them the best ambassadors for their programs. The time to invest in faculty-led recruitment is now—because when faculty champion the institution, they can truly make a difference.