In the fraternity and sorority labor market, a pattern of unfilled positions, reposted positions, extended or failed searches, interim appointments, and a high volume of new position postings has emerged over the last year. Related to this, hiring managers noted finding people that meet expectations for director-level positions in smaller than expected applicant pools is increasingly difficult. Candidates did not have the desired supervision experience and strategic focus, nor were they ready for departmental leadership.
A K R O W E M FRA FOR THE Y T I N R E T A FR RORITY SO ABOR L ET K R MA
They also saw more competition with other open positions, applicants that were more selective based on geography and institution type, and applicants that expected higher compensation. This pattern is opposite of the perceived norm only ten years ago. There were fewer positions available. Many job seekers applied for every open position, hoped for an interview, and took anything they could get regardless of pay, location, or institution. Several questions arise from this transition. Is there really a pattern here? Is it supported by the data, or is it just a perception? What deeper forces might be driving it? And how might fraternity and sorority professionals - particularly hiring managers - need to operate differently if this is a new normal?
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WRO N A D 11 PERSPECTIVES Issue #1
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