The evidence is in, and it’s disconcerting: UNC employee salaries are beyond the pale. University leaders need to zero in on plum administrative jobs that have little to do with education and eliminate them posthaste. Even in the case of necessary administrative functions, officials should consider consolidation and outsourcing. If the latest data are an indicator, there is much to be reined in.
Today, given the evidence we have of substandard learning outcomes, the longstanding assumption that colleges are adequately preparing students for life and work should be called into question by those who oversee our universities. If universities wish to avoid micromanagement of curricula, they must provide more information about learning outcomes. If they don’t do so voluntarily, pressure from legislators, governing boards, employers, students, and parents will likely force them to act.
Going forward, new technology will likely bring out the best in traditional universities by forcing them to justify their existence. If brick-and-mortar schools offer nothing better than the digital sphere does, they will be finished.
Results from an employer survey suggest that graduates of North Carolina’s 16 public universities—especially those from less selective schools—are deficient in terms of their written and oral communication, work ethic, and workplace etiquette. Such problems are serious matters, and they must be addressed in ways that reflect that seriousness. Unfortunately, some system leaders—echoing recommendations made by the surveyed employers—have proposed surface solutions, such as expanding career counseling and internship opportunities. The UNC system should not put much faith in band-aid approaches that hide the serious problems underneath its surface. Better to keep focus on the system’s real shortcomings—general education programs—even if feathers get ruffled.
Before committing taxpayer money and university resources to public-private research parks, higher education officials and elected leaders should reconsider a more proven way for regional universities to enhance economic outcomes. And that is to provide a quality educational experience that increases citizens’ human capital, thereby producing positive “spillover effects” in the local area.
To hear some policymakers talk, one would think colleges and universities exist mainly to enhance economic growth rather than to educate.
The most important decision that the University of North Carolina system’s Board of Governors will make this year is the selection of the next system president. Board members have an excellent opportunity to find someone willing to initiate a badly needed departure from the university establishment’s status quo.
Strong cultural momentum—strengthened over several generations by parents, teachers, guidance counselors, and elected officials—has fostered an unwarranted faith in college’s benefits, raised attendance to irrational levels, and yielded an oversupply of graduates.
My previous beliefs regarding higher education’s impending doom—shared by many others—were reinforced by pundits who sounded alarms whenever a new report predicted catastrophe or an insolvent college made headlines. I fell into a trap identified by Thomas Jefferson in a 1787 letter to Charles Thomson, then secretary of the Continental Congress: “The moment a person forms a theory, his imagination sees in every object only the traits which favor that theory.”
The methods that some universities have devised to combat grade inflation—capping high grades and adding more “contextual” information to transcripts—are problematic. While it may be good for universities to experiment with some of these reforms, they don’t appear to be final solutions to a complex problem that has been festering for decades.