Research funding has always been a cornerstone of academic excellence, but today, the landscape is shifting dramatically. Federal and state support is tightening, success rates for grant proposals are at historic lows, and the cost of sustaining meaningful research continues to climb. For faculty and administrators alike, this environment has created mounting pressures: promising projects are stalled, early-career researchers face career instability, and institutions risk losing their competitive edge.

The emotional toll is equally significant. Researchers spend countless hours chasing scarce dollars, often at the expense of teaching, collaboration, and discovery. Institutions that fail to adapt risk burnout within their academic communities and a diminished role in shaping innovation.

Yet, these challenges also present opportunities. Institutions that treat funding diversification as a strategic, long-term investment, rather than a reactive scramble, are better positioned to sustain research momentum, retain faculty talent, and build lasting resilience.

The Need for a Strategic Funding Approach

Traditionally, higher education has relied heavily on government grants to support research. While these remain important, depending on them alone is no longer a viable strategy. Competition is fierce, application processes are lengthy, and funding availability is unpredictable. To protect research efforts, institutions must adopt diverse funding strategies. By combining philanthropy, industry partnerships, and emerging technologies, they can create more stability and allow researchers to focus on their work rather than constantly searching for money.

Building Strong Foundation Partnerships

Foundations are playing an increasingly important role in supporting research aligned with their missions in areas such as health, education, sustainability, and the arts. However, securing foundation support takes more than submitting applications. It requires building relationships based on trust and shared goals. Many researchers find it difficult to form these connections or maintain contact beyond a single grant cycle.

HigherEd+ offers a practical solution through its course Best Practices in Approaching Foundations for Funding. This program provides a clear framework for developing and sustaining partnerships with foundation program officers. By learning how to communicate confidently and maintain ongoing engagement, faculty can turn foundation funding into a steady, reliable source of support.

Expanding Opportunities Through Grants and Partnerships

The landscape of funding options is broad, including contracts, prizes, gifts, crowdfunding, and corporate partnerships. Knowing how to navigate this complex environment is essential. HigherEd+’s Master Class in Grant Seeking Best Practices offers researchers the tools they need. The course covers everything from understanding why grants are worth pursuing to writing strong abstracts and creating effective funder search plans. This knowledge helps faculty build robust funding pipelines across various sources.

Making Technology Work for You

The effort required to secure funding can be emotionally exhausting, especially when combined with heavy teaching responsibilities. Fortunately, new technologies can ease these burdens. Artificial intelligence platforms are improving the way researchers find and match funding opportunities, reducing time and administrative tasks. HigherEd+’s course How to Use AI Tools for Grant Seeking guides faculty through these innovations step by step. By mastering these tools, researchers can save time, lower stress, and discover funding options they might not have found otherwise. Institutions that support this training see benefits in efficiency, morale, and stronger proposal submissions.

What HigherEd+ Brings to the Table

HigherEd+ stands out by offering a wide range of evidence-based training that fits busy academic schedules. The courses cover the full scope of funding, from foundations to industry collaborations. In addition, they provide practical tools such as templates and writing frameworks that can be used immediately. The training on AI-driven solutions brings a modern edge to grant seeking and grant writing, helping reduce administrative load. These scalable resources support both individual researchers and whole institutions, including multilingual options.

By investing in these skills now, colleges and universities can turn today’s funding challenges into opportunities for growth and resilience.

Ready to make your research funding pipeline stronger? Explore HigherEd+ courses today. They require no delays, cause no disruption, and deliver measurable results from day one. For more information, contact us at support@higheredplus.org.

Across higher education, Career Centers are facing a well-documented crisis: student demand for career support and outcomes is rising, but staffing and budgets remain flat.

Research and expert commentary in the field consistently highlight the need for scalable, data-driven solutions that enable Career Centers to do more with less—while still delivering high-quality, equitable support to all students.

HigherEd+ is designed to meet this moment. Here’s how our platform empowers your team to multiply its impact:

1. Automated Skill-Building Pathways

Why this matters:
Both subject matter experts and recent research agree: today’s students expect on-demand, personalized support that fits their busy lives. Traditional one-on-one advising models simply can’t keep pace with the growing volume and diversity of student needs—especially as institutions serve larger and more varied populations. Too often, Career Centers experience a last-minute rush of juniors and seniors seeking help only in their final semesters, scrambling for jobs or internships when earlier engagement would have led to far better outcomes.

Career Center leaders are often responsible for supporting hundreds, if not thousands, of students. With HigherEd+, advisors can assign digital badge programs as pre-appointment work. Students complete modules on topics such as AI literacy, grant writing, or emotional wellness at their own pace, earning microcredentials along the way. By the time they arrive for appointments, students are more prepared and focused—enabling advisors to provide higher-level coaching and support. This approach not only allows Career Centers to serve more students, but also enhances the quality of each interaction, ensuring students are well-prepared long before their final year.

Actionable Steps:

• Assign digital badge programs as prerequisites for career appointments or workshops.
• Direct students to the Mock Interview Library for self-guided practice before staff meetings.
• Promote the Exiting Academia Interview Series to support graduate students considering non-academic careers.

2. Faculty-Embedded Career Curriculum

Why this matters:
The literature is clear: integrating career development across campus is essential for scalable impact. Faculty are often eager to help, but lack the time or resources to create their own career content. Embedding career readiness into the curriculum ensures all students have access to these critical skills—not just those who visit the Career Center.

Imagine a university where every classroom is a touchpoint for career development. With HigherEd+, Career Centers can partner with faculty to embed modules like “Science Communication” or “Grant Writing Fundamentals” directly into existing courses. Faculty appreciate the ready-made, evidence-based resources, and students gain resume-boosting microcredentials as part of their academic journey. This campus-wide approach multiplies the reach of career programming and positions the Career Center as a strategic partner.

Actionable Steps:

• Collaborate with faculty to embed HigherEd+ modules into courses via your LMS.
• Offer facilitator slide decks for in-class discussions or assignments.
• Track and share student progress and completion data with academic departments.

3. Staff Time Reclamation Toolkit

Why this matters:
NACE recommends a 65% knowledge rate for tracking graduates. Experts emphasize the importance of freeing up staff time for high-impact work—such analyzing outcome data, building employer partnerships, and supporting students with complex needs. Automating repetitive tasks and leveraging group programming are proven strategies for increasing efficiency without sacrificing quality.

In the grand scheme of things, predictable student requests such as Resume or CV reviews, job search techniques, and interview tips can be streamlined. By moving these topics to HigherEd+’s self-guided modules and using facilitator materials for group workshops, the team reclaims hours each week. This time can be reinvested in strategic initiatives, employer engagement, or targeted support for students who need it most.

Actionable Steps:

• Use ready-made facilitator slide decks for group workshops, reducing the need for repetitive one-on-one sessions.
• Share multilingual onboarding resources to support international and diverse student populations.
• Automate progress tracking and reporting for accreditation or internal review.

With HigherEd+, your Career Center can move from “overwhelmed and understaffed” to “efficient and impactful”—in line with the best practices and recommendations of today’s leading experts and the latest research in the field.

Ready to Multiply Your Team’s Impact?

The research is clear: scalable, technology-enabled solutions are the future of Career Services. HigherEd+ empowers your team to serve more students, demonstrate measurable results, and support diverse needs—all while remaining within budgets.

Book a demo and capacity audit: HERE

P.S.
Pilot HigherEd+ for under your procurement cap. Join forward-thinking institutions this Summer and see measurable results in the Fall!

Leading an academic department is not for the faint of heart. Behind the scenes of faculty meetings, student concerns, and budget discussions lies a far more complex and demanding role, one that requires not only subject matter expertise but also emotional intelligence, strategic thinking, and organizational leadership. Yet many academic department chairs step into their positions with minimal preparation, expected to lead effectively based solely on their scholarly achievements. In some cases, individuals are simply “chosen” or even reluctantly pushed into the role, rather than actively seeking it out. As one research review put it, “Most new chairs attempt to cope with the demanding tasks of their jobs…and depend heavily on trial and error.” This approach no longer suffices in today’s rapidly evolving academic landscape.

Developing strong department chair leadership skills is essential for navigating the complex challenges of academic administration. As institutions face unprecedented pressures–from financial constraints to technological disruption–the need for ongoing leadership development has shifted from beneficial to non-negotiable. In this context, “leading from the middle” becomes a balancing act, empowering department chairs to influence change and drive progress both upward to senior administration and downward to faculty and staff.

Consequences of Neglect

Research consistently shows that inadequate leadership leads to organizational dysfunction: poor communication, increased conflict, and declining morale. For academic departments, this can mean faculty disengagement, higher turnover, and missed opportunities for innovation. Critically, students are also affected. Departmental leadership shapes curricula, mentoring, and the broader learning environment. As Lucas (1986) notably highlighted (a point that still rings true today) most departments will permit a ‘honeymoon’ period; however, by the beginning of the second semester, the chair’s personal power will be reduced if they are judged to be ineffective.

What Works in Chair Development

Effective leadership development for department chairs is not a one-off event but a sustained, integrated process that supports chairs throughout their term, and even before they step into the role.

Best-practice programs include:

• Skill-based application in conflict resolution, strategic planning, data-informed decision-making, and inclusive leadership
• Reflection on real departmental scenarios
• Coaching and feedback sessions
• Peer learning communities

For leadership programming to be truly effective, it must go beyond process management and address essential leadership skills. This means equipping chairs to manage up, foster psychologically safe environments for collaborative problem-solving, mentor junior faculty, and prepare future leaders. Ultimately, effective leadership development helps chairs understand that true collaboration begins with a shared vision of where you’re headed – not just agreement on how you work together.

The Return on Investment Is Real

Investing in leadership development pays off. Studies show that departments with well-trained leaders experience higher faculty satisfaction, better student outcomes, and stronger overall performance. Institutions that support their chairs with targeted professional development see improved retention, increased collaboration, and more successful strategic initiatives.

Tools like the Kirkpatrick/Phillips Model offer measurable ways to assess the impact of leadership programs, from initial reactions and knowledge gained to actual behavior change and ROI. When chairs receive the right support, the results are both tangible and lasting.

The Institution’s Role in Making It Happen

Ongoing leadership development must be institutionalized. It cannot be left to the initiative of individual chairs. Universities should embed professional development into the chair lifecycle, from pre-appointment training to regular check-ins, workshops, and mentoring opportunities. Institutions can also leverage on-demand learning platforms that allow chairs to learn flexibly, on their own schedule, while still fulfilling their departmental responsibilities.

Supporting chairs doesn’t just help them; it strengthens the entire academic community. Chairs set the tone for their departments, and when they do it well, they help develop the next generation of leaders to take over when their term ends.

Professional Leadership Development Is No Longer Optional

It bears repeating: being a department chair is one of the most influential and challenging roles in academia. It demands a level of leadership that cannot be developed passively or assumed by title alone. That’s why ongoing leadership development is essential. It’s foundational to success. If we want our departments to thrive, we must invest in the people who lead them – not just once, but continuously.

For current and aspiring department chairs seeking to strengthen their leadership impact, or for deans and provosts aiming to ensure their future chairs are set up for success, targeted programs like the HigherEd+ Academic Leadership digital badge offer practical, research-backed training. Designed to equip current and aspiring chairs with the tools they need to succeed, modules such as Foundations of Being an Effective Department Chair, How to Survive & Thrive as a Department Chair, and Faculty & Staff Management as a Department Chair offer on-demand, department chair-led training tailored to the real challenges chairs face today.

To learn more about the Department Chair program or Academic Leadership digital badge, contact us at support@higheredplus.org for a demo!

As AI tools become increasingly integrated into the research and publishing process, leading academic publishers like Wiley are taking steps to ensure their ethical and effective use. Wiley has released a comprehensive set of AI author guidelines to help authors responsibly incorporate AI during manuscript preparation. These guidelines emphasize transparency, authorship integrity, and protection of rights in maintaining scholarly trust. For researchers using AI in writing or analysis, understanding these best practices is essential to uphold editorial standards and safeguard intellectual property.

What Authors Need to Know?

1. Review the Fine Print Before You Use Any Tool

Before using AI tools or chatbots like ChatGPT, summarizers, or code generators, Wiley urges authors to closely examine their terms and conditions. It’s not just about functionality—some tools may claim ownership over generated content or restrict how you can use it. Authors should ensure these tools don’t conflict with their ability to retain rights or transfer them to Wiley.

2. Human Oversight Remains Essential

AI can enhance productivity, but it cannot replace human judgment. Wiley makes it clear: authors must maintain full responsibility for their manuscripts. That includes fact-checking claims, verifying sources, and ensuring that the final text reflects the author’s intellectual contribution. Human oversight ensures that AI remains a supportive tool, not a surrogate for authorship.

3. Transparency Through Disclosure

Using AI in your work? Say so. Wiley now requires authors to disclose when and how AI tools were used in manuscript preparation. Whether it helped structure a paragraph, refine grammar, or summarize findings, authors must explain the purpose and confirm that all AI-generated content has been reviewed. This level of transparency helps readers understand the role AI played in the development of the research.

How to Declare AI Use When Submitting to Wiley

When submitting your final manuscript, you are required to include a complete declaration of AI use. Wiley offers two ways to meet this requirement:

• Submit an AI tracker that logs all AI interactions during manuscript preparation.
• Use a structured declaration statement.

A proper declaration should clearly specify:

• Where AI-supported content appears
• The specific AI tools and versions used
• The purpose of the tool in your workflow
• How the content was validated
• Whether the AI influenced your conclusions

A sample declaration might look like this:

“Claude 3.5 Sonnet was used in Chapter 5 to synthesize 200+ climate studies and identify trends and inconsistencies in climate model accuracy. AI-generated summaries were reviewed, validated against original sources, and cross-checked for accuracy. The influence on the conclusion was significant, as AI revealed regional discrepancies in model accuracy, leading the author to refine their thesis from ‘models overestimate warming’ to ‘model accuracy varies by region’”.

4. Protecting Rights

Authors must avoid using AI tools that could compromise the rights of all parties involved. Some AI models may use input data for further training, which could put sensitive or proprietary information at risk. Wiley’s stance is clear: authors should steer clear of tools that don’t explicitly allow content use without claiming ownership.

5. Practice Ethical and Responsible AI Use

Ethical considerations go hand in hand with technological adoption. Wiley encourages authors to use AI tools in ways that are compliant with data protection laws and privacy standards. Furthermore, authors must evaluate AI-generated content for accuracy, neutrality, and potential bias (especially in topics that involve sensitive data or social implications).

6. Stay in Line with Publishing Agreements

At the end of the day, using AI must not violate any part of the publishing agreement with Wiley. That means all work must be original, unpublished elsewhere, and fully owned by the submitting author. AI assistance doesn’t change those expectations, it simply adds another layer of responsibility to ensure the final content aligns with Wiley’s standards.

A Step Forward for Transparency and Trust in Publishing

Wiley’s AI usage guidelines mark a critical step in helping researchers adapt responsibly to a changing publishing landscape. By promoting transparency, protecting authors’ rights, and reinforcing the importance of human oversight, these best practices offer a clear framework for integrating AI into academic writing—ethically and effectively.

For those navigating the AI-enabled future of publishing, these guidelines are more than just policy, they’re a blueprint for integrity.

Ready to integrate AI into your research responsibly? Explore HigherEd+’s AI micromodules on Ethical Use of AI in Higher Education and How to Encourage Responsible AI Use in College Students.

Let’s imagine a scenario: A university professor finds themselves overwhelmed, teaching four courses and managing 200 students in a single semester. Struggling to keep up with the workload, they turn to AI for assistance. The professor begins using an AI system to grade most assignments, significantly reducing their workload.

This hypothetical situation presents both opportunities and challenges:

On one hand, it offers relief to an overworked educator, potentially allowing more time for lesson planning, student interaction, and professional development. On the other hand, it raises serious concerns about the fairness and accuracy of grading when an algorithm, rather than a human, is making decisions that impact students’ academic records.

This scenario prompts a critical question: If an algorithm decides a student’s grade, who ensures fairness?

The Efficiency Argument

When compared to all the other responsibilities a professor has, grading is often considered one of the more tedious tasks. Ask any professor buried under a pile of assignments, and they’ll probably tell you they’d (or their TAs would) welcome a little AI assistance. If done well, AI can analyze structure, coherence, grammar, and even argument strength rapidly, reducing the turnaround time for feedback and freeing educators to focus on more meaningful interactions with students.

We might also argue that AI has the potential to smooth out human inconsistencies that can be a result of fatigue-driven errors, grading burnout, shifts in judgment based on the time of day or mood, and accidental comparisons.

Yet, this seemingly “too good to be true” academic future comes with hidden risks, requiring us to address the ethical and legal challenges. One major concern being algorithmic bias.

The Bias Beneath the Algorithm

AI doesn’t operate in a vacuum; it learns from existing data. And spoiler alert, academia has a long history of biases baked into grading practices. If an AI is trained on a limited or biased dataset, it might reinforce existing inequities disadvantaging certain groups of students.

For example, an AI trained primarily on Western academic writing may struggle to fairly evaluate essays that incorporate storytelling, personal narratives, or rhetorical styles more common in non-Western traditions. This bias is further evident in AI detectors, which frequently misclassify essays written by non-native speakers as discovered by a study published in Patterns, placing these students at an unfair disadvantage before their work is even evaluated.

Finding a Balance

So, do we abandon AI-assisted grading altogether? Not necessarily. The key is in responsible implementation. Here’s what needs to happen:

1. Human-AI Grading Partnership: AI can provide an initial objective assessment, flagging areas for further review. Professors should have the final say, using AI suggestions as a starting point rather than a verdict.
2. Student Involvement in AI Policies: Students should be told if AI is being used to grade their work. If students don’t know what the AI is looking for, how can they improve? Institutions should create clear AI grading policies with student input, ensuring fairness and accountability.
3. Diverse Training Data: AI models should be trained on a wide range of writing samples from students across socioeconomic and linguistic backgrounds to prevent biases that disproportionately impact certain groups.
4. Regular Audits for Bias: AI systems should be continuously evaluated to ensure they are not unfairly disadvantaging certain student groups. Just as a professor’s grading style can be reassessed, so should an AI’s.

The Future of Fair Grading

Ultimately, AI in grading should be a tool, not a replacement for human judgment. Faculty must understand AI’s limitations, maintain meaningful conversation with students and leverage AI to enhance rather than dictate the grading process. As my colleague puts it, “AI helps, but it doesn’t replace the important and sometimes hard conversations I have with students about their work.” That’s the balance we need.

To further enhance your skills when navigating the world of AI, watch HigherEd+’s Micromodule on the Ethical Use of AI in Higher Education and explore 20+ other step-by-step courses on how to ethically leverage AI. Future-proof yourself with the latest AI tools and advancements by earning your Artificial Intelligence Digital Badge Microcredential.