Finding a VP of Enrollment

Last week a seasoned college president reached out to me for advice about how to attract the best possible pool of candidates for the role of vice president of enrollment. This president had already determined not to engage a search consultant, but instead was reaching out to several experienced enrollment professionals to seek names and advice. While I’ve had plenty of conversations with search consultants over the years, a conversation with a president on this topic felt a little different to me.

Before returning the phone call to this president, I organized my notes. I know this college pretty well and felt like I could make specific recommendations, but I found myself thinking the advice might be applicable to any president anticipating or involved in a search for a chief enrollment officer.

Our conversation started with the hard reality that the position of vice president of enrollment might be the most difficult position on campus to fill, given the demands of the job. This president knows that and acknowledged the challenges. This president (of a private liberal arts college) also seems to understand that experienced enrollment professionals may be the second highest-paid position on campus, because of the limited number of candidates and the pressures associated with the job.

Beyond those two really important market conditions, here is the list of things that I encouraged this president to consider.

Make the position attractive. The days of a so-called enrollment manager being a glorified dean of admissions and financial aid are over. To be successful in the broad, deep and integrated realm of gaining commitment from new generations of students, today’s enrollment manager needs a sphere of influence well beyond admissions and financial aid. This is especially true if you are trying to lure professionals away from a place where they’ve already been successful. While there is probably no standard sphere of influence, there are some areas to consider. I am aware of very successful enrollment managers who supervise athletics, communications and marketing, or institutional research and sometimes even career development. What area of influence can you tap to give your new enrollment manager a competitive advantage?

Be very clear about expectations. Enrollment managers are supposed to be like clergy -- great with the elderly, children and youth; a passionate preacher and cool-headed administrator; an excellent fund-raiser who doesn’t talk about money; off to visit the homebound and hospitalized, and available in the office all the time. Too many presidents, colleges and boards of trustees establish unrealistic expectations for enrollment managers. Before you commence a search, be very clear about what you want from the enrollment manager. Assess what is realistic. Can you clearly identify what it is you need your new vice president to focus on first, second and third? If you can’t answer that question, you are not ready to begin a search and recruit candidates.

Don’t look “upstream.” For colleges that have to recruit rather than admit students, it is imperative to look for candidates who know what it’s like to recruit in a tough environment. Unlike many other areas of higher education, there isn’t a lot to be learned about enrollment management from elite colleges who are in the business of selecting students and curating a student body -- not the business of finding innovative ways to attraction attention and commitment. The real work for the vast majority of enrollment managers today is recruitment, innovation and trying out lots of new approaches. I’d be looking for people who seem to be overperforming in the marketplace. There are countless folks in the Midwest, in particular, who know what it’s like to work really hard at recruitment, though they may not work at the brand-name institutions that might excite board members and others. Are you open to the talented, scrappy and hungry candidate?

Invest in a coach/mentor. Experienced, successful enrollment managers are not very likely to consider moving, which means the new generation of enrollment leaders tend to be younger and have less experience. I encouraged this president to budget for a coach/mentor. Not only would such a resource and investment pay off -- if this is an up-front promise, it may attract ambitious, talented people who have yet to develop the mentoring network that more experienced people have. I know there are countless amazing retired professionals who would coach or mentor a new vice president of enrollment. Can you identify someone you trust to be a mentor/coach to your new VP?

Offer a multiyear contract. Since most enrollment managers know their fate is similar to that of football coaches, it may be useful to think about a multiyear contract to attract the best possible pool. Yes, the job’s sign of success is to meet enrollment objectives, but in most circumstances it takes more than one cycle to determine success. Why not offer a two-year contract to demonstrate your commitment and investment? Again, this might attract a pool of people who wouldn’t otherwise consider leaving their current position.

Recruit from alumni and those who know and like the geographic area. In many circumstances, alumni working in higher education in general might be your most attractive option, especially if you’ve created other conditions for the individual to meet with success. Recruiting people who already know the school and appreciate the area eliminates one of the potential reasons why a candidate wouldn’t choose the position. I’ve seen too many situations go south (no pun intended) because of disillusionment with the college’s location. Are you open to alumni working in higher ed who want or could be convinced to return?

Personally recruit candidates and be clear about the relationship expected between the president and the new VP. The relationship between the president and a new vice president of enrollment is critically important. Candidates will need to be convinced that you understand the challenges and will be a partner. Personal commitment from the president to enrollment management will go a very long way. Anyone I know personally who is interested in enrollment leadership wants a president who has a grasp on the challenges of enrollment management today. Can you convince recruited candidates that you don’t have all of the answers and need their partnership?

While this advice may not work for every institution, most would agree that it’s a new, more challenging environment for attracting high-quality enrollment leadership. For presidents, provosts and board members who find this advice valuable, you may still struggle to find the perfect candidate. Very few girls and boys dream of becoming enrollment managers.

If the advice works and you do find the right person, I hope you and your new enrollment manager meet with success. But I may hold on to my congratulations, in the same way Ron Chernow describes a letter Sherman sent to Grant when he was appointed lieutenant general of the Army: “I cannot congratulate you on your promotion; the responsibility is too great.”