How to build a stronger pipeline for international student recruitment

The Russell Group’s recent report stating that by 2025, some universities could face a deficit of £4,000 for every UK student taught will make difficult reading for a sector still recovering financially from the pandemic.

Continuing political uncertainty over whether or not there will be a curb on the number of international students permitted to remain in the UK after graduation could have additional financial implications – particularly if overseas students are put off choosing a UK university as a result.

The world-class higher education on offer in the UK has typically been a major draw for many students who choose to experience university life beyond their home shores.

• Is your university worth the investment for international students?
• The hows and whys of improved interactions with international students
• How to champion the international student experience from admission to graduation

But with growing competition from ever-expanding global markets, it remains to be seen if the assurance of a quality education will be enough for the UK to remain an attractive destination for overseas students.

There are, however, four key strategies that can help institutions mitigate the risk of overseas student numbers falling:

1. Diversify target markets

The recent surge in students coming from China and India may have made it easier for institutions to meet their international student recruitment targets. But too much emphasis on attracting students from one or two regions puts the sector at risk if markets dry up unexpectedly.

Expansion into new areas means fewer eggs in one basket and Nigeria, Pakistan and the US have all been recently highlighted as key emerging markets by the Higher Education Statistics Agency. 

Universities can physically put boots on the ground, sending staff to new areas to recruit students directly. There is also a wide selection of outreach programmes, such as those run by the British Council, which institutions can tap into to boost their presence in different markets.

Expanding an institution’s network of student recruitment agencies can also extend its reach. A trusted agent has the local knowledge and experience to help universities attract students and strengthen the message that the UK continues to be a top destination for higher education.

2. Ensure a frictionless student experience

Students are much more likely to choose a university that has a reputation for efficiently managing visas and documentation, such as the Confirmation of Acceptance for Studies. A smooth-running recruitment and admissions process also ensures the university can stay one step ahead of the competition in responding to enquiries and making offers.

Carry out a robust analysis of the end-to-end international student recruitment process. It might be that incoming calls from agents and students take a minute longer to answer in the run up to the September and January intakes, risking callers giving up. Knowing small details such as this means additional staff can be deployed at these times to eliminate hold-ups.

Many elements of the admissions process can be automated, too, saving time for international student recruitment teams and speeding up the whole process to improve the student experience.

3. Offer students more than academic qualifications

A recent report published by the Higher Education Policy Institute revealed that only 52 per cent of international students studying in the UK thought their institution was doing well at satisfying their needs in terms of career support. So, this is another area where an institution could add great value and, at the same time, boost the UK’s reputation for delivering a much richer HE experience than a student might get elsewhere in the world.

Most institutions already provide some form of career development support for students, from CV writing and managing interviews to presentation skills, language and communication. But putting the advancement of students’ career prospects at the very heart of what they do could be another competitive edge.

This wouldn’t necessarily require huge changes overnight. Training and support on using platforms such as Twitter and LinkedIn for career development is a relatively simple example. Not just what to post but really detailed, up-to-date information such as the best times to post, which industry hashtags and types of content do well on which platforms, and how to approach potential employers or research partners online to increase the chances of success.

Students who have acquired the digital skills to promote themselves and extend their professional reach online almost inevitably boost the reputation of their alma mater too. This shines a bright light on a university as an attractive option for other students deciding where in the world they would like to study.

4. Enhance the curriculum

Activities that promote a university as a key destination for international students could provide valuable learning opportunities, too. Perhaps, for example, a group of marketing students could be set an assignment to design a digital ad campaign that promotes the top-class education being provided by their institution. By launching and running the campaign, the students gain critical workplace skills that they can draw on in their early careers, such as navigating social media metrics and learning how to adjust the language and messaging used in digital advertising so it resonates with potential students in different geographic regions and industry sectors. And an added benefit is a boost to their university’s profile internationally.

Changing times

There was a time when it made sense, economically and academically, for overseas students to choose a UK university over other destinations such as Australia or America. But times have changed.

With university budgets under growing pressure, the time is right for the sector to extend its global reach and offer overseas students more real-world career development opportunities. This will attract students into our universities and encourage them to share their positive experiences of studying in the UK long after they graduate.

Iain Sloan has worked in the HE sector for more than 17 years, with 15 of them at Oxford Brookes University, where he held a variety of roles across the admissions team and was head of UK recruitment and partnerships. He is now senior solutions consultant at Ellucian.

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