Hiring in student affairs assessment isn’t what it used to be. When we at Embry-Riddle Aeronautical University set out to hire our first-ever Student Affairs Impact and Success Specialist, we knew it was a tall order. We needed more than a data expert; we needed a culture-builder, a storyteller, and a collaborative partner who could translate data into meaning across a complex, multi-campus system serving over 30,000 students.
We expected a strong pool of applicants. We did not expect over 800.
The sheer volume of applications forced us to sharpen our own process, viewing it not as a task, but as an act of Empathetic & Intentional Design. The experience yielded powerful lessons for anyone on either side of the hiring desk.
Whether you’re a hiring manager designing a mission-critical role or a passionate professional applying for one, this post is for you. We want to share what we learned to help you attract and identify great candidates, or to help you become one.
Think about the last time you were part of a search. Did you feel like you were just going through the motions? As an applicant, have you ever sent your resume into a void, wondering if a human would ever see it? These common frustrations often stem from a process that lacks intention. We believe the hiring process itself is your first opportunity to model the very culture of assessment you hope to build: one that is thoughtful, clear, and focused on impact.
For Applicants: How to Intentionally Design Your Application
Your application is your first “assessment report.” It demonstrates your ability to understand goals, follow directions, and communicate value. Make it count.
1. Show, Don’t Just Tell, Your Attention to Detail.
In our posting, we clearly asked for a resume, a cover letter, and a list of three references. Over half the applicants failed to submit all three and were disqualified before we could even review their qualifications. For a role centered on data and compliance, your application is the first test of your attention to detail. Following instructions is the baseline for demonstrating you’re the right fit.
2. Make Your Cover Letter an “Impact Narrative.”
We read the cover letters first. A generic letter that could be for any job at any institution is a missed opportunity. This is your chance to practice what you preach about data storytelling.
The “Why”: Why this job, at this institution? What did you notice about our structure or goals that connects with your passion and skills?
The “How”: Frame your experience as an “Impact Narrative.” Instead of just listing duties, tell us a story about a time you used data to drive change or provide insight. Help us picture you in the role. A two-page letter that does this is gold.
3. Demonstrate How You Think.
In interviews, many candidates spoke abstractly about strategy or engagement. The best candidates provided concrete examples or detailed their approach. We didn’t need both a track record and a plan, but we needed at least one.
Be ready for a task: We asked semi-finalists to review a fictional program’s data and outline how they would measure its success. We weren’t looking for a single “right” answer; we wanted to see how they structured their thinking and communicated their approach. Candidates who focused on key points and found a compelling (even if small) story to tell stood out.
4. Be Prepared to Teach.
The most memorable candidates taught us something new or offered a fresh perspective on a familiar concept. By walking us through a theory of change or unpacking the difference between measurement and meaning, they weren’t just answering questions; they were demonstrating their ability to make connections and help others learn. This act of intellectual generosity is a powerful indicator of a great culture-builder.
For Hiring Committees: How to Intentionally Design Your Process
You are not just evaluating candidates; they are evaluating you as well. An intentional process attracts the best talent and sets the tone for the role from day one.
1. Define Your “Why” Before You Write the “What.”
Before you write the job description, get honest about what you truly need. Is it a data technician, a facilitator, a culture-builder, or all three? We spent significant time upfront defining what capabilities mattered most. This clarity is essential. Changing the role’s core function mid-search wastes everyone’s time.
2. Sell the Story of the Role.
Your job posting is a recruitment tool, not just a bureaucratic form. Use it to tell the story of your office, the challenges you’re trying to solve, and the impact this position will have on student success. This transparency acts as an "empathy bridge," helping candidates connect with your mission and bringing out their best ideas in return. If your HR has a standardized posting, make sure you create something more aligned for sharing with listservs and professional associations.
3. Give Candidates Time to Think.
There's a myth that interview performance is about thinking on your feet. But for a role where reflection and precision are paramount, why not give candidates a chance to prepare their best thinking? We didn’t do this, but we should have. Sending one or two key questions in advance allows candidates to move past nerves and gives you a clearer view of how they’d actually approach the work. Many institutions are even moving to provide all questions for screening interviews ahead of time. This is a simple act of empathetic design that respects the candidate and yields better information.
Final Thought: Your Process IS Your Culture
Making this hire was one of the most mission-critical things we’ve done. Finding the right person didn't happen by accident. It happened because we were forced to be as intentional in our hiring as we expect our new specialist to be in their work.
If you are applying, take the time to show us who you are and how you think. If you are hiring, be clear about what you need, remain curious, and treat the search as the culture-building opportunity it is. It truly makes all the difference.
This blog post was written by Naima Wells, Executive Director of Operational Impact and Success and Will Miller, Associate Vice President for Continuous Improvement and Institutional Performance at Embry-Riddle Aeronautical University.
Naima Wells
Dr. Naima Wells, Executive Director of Operational Impact and Success at Embry-Riddle, brings deep expertise in administrative and co-curricular assessment, data-informed decision-making, and cross-unit collaboration. Her leadership has helped align diverse institutional efforts with mission-driven outcomes across student support services and academic operations.
Will Miller
Dr. Will Miller serves as the Associate Vice President for Continuous Improvement and Institutional Performance at Embry-Riddle Aeronautical University. Dr. Miller brings extensive experience in institutional effectiveness, accreditation, and change management, and is the driving force behind Embry-Riddle’s university-wide continuous improvement framework. He serves on the Board of Directors for AALHE, SAIR, and FAIR.