Our Strategic Plan
Our 2025-2028 Strategic Plan focuses on three key priorities aimed at increasing access, strengthening career readiness, and ensuring that all students have the experiential learning that employers seek.
Developed over months of work and research, this plan reflects a collaborative process across our team. Staff from multiple functional areas came together to identify student, employer, and operational needs. Our decisions were informed by data and feedback from key stakeholders, including students, faculty, employers, and college leadership, surveyed in 2025.
Working closely with their teams, our directors refined and aligned these goals into a unified implementation strategy. The result is a shared vision for the future of career development in the College of Arts and Sciences.
Why Now?
As we wrap up our previous three-year plan, we’re stepping into a new era shaped by rapid shifts in the job market and evolving student expectations. Today’s employers are looking beyond technical skills. They’re prioritizing soft skills like communication, adaptability and leadership. At the same time, real-world experience is becoming one of the most valuable assets students can bring to the table. Increasingly, we see employers choosing candidates with hands-on, in-field experience over those without it.
We’ve also observed more students delaying career engagement until late in their college journey or even after graduation. This plan prioritizes early and continuous support to ensure students are confident and career-ready from day one.
This strategic plan is aligned with the College of Arts and Sciences' goals related to accelerating student success, improving graduate and undergraduate student retention and well-being, and expanding support for faculty work.
Strategic Priorities
Goal: Ensure every student has access to meaningful support, tailored resources, and transformative experiences that build confidence and prepare them for life after college.
Objectives:
- Increase early and ongoing student engagement with career support, starting in their first semester.
- Deliver customized programming for students with unique needs, including international, first-generation, and graduate students.
- Embed career development throughout the entire student journey, from recruitment to post-graduation.
Metrics Include:
- Participation rates in first-year outreach campaigns and Career Studio visits
- Career event attendance and satisfaction from key student populations
- Career readiness assessments and alumni networking through Match Mentor
Goal: Connect academic learning to career development so every student can link their education to future opportunities with clarity and confidence.
Objectives:
- Collaborate with faculty to integrate career exploration and competencies across course levels.
- Expand access to high-quality career materials across departments and disciplines.
- Help students make direct connections between their coursework and real-world career paths.
Metrics Include:
- Number of departments using career modules and workshops
- Faculty engagement and feedback on embedded career content
- Student evaluations of career relevance in academic experiences
Goal: Grow participation in high-impact experiences such as internships, research, and service-learning that help students apply what they’ve learned and build professional confidence.
Objectives:
- Expand access to hands-on learning opportunities for all students, especially those facing financial or logistical barriers.
- Strengthen mentorship and employer engagement to support career exploration and skill development.
- Enhance funding opportunities to support student participation in unpaid or underpaid opportunities.
Metrics Include:
- Student participation in Treks, Immersions, and internships
- Alumni volunteer engagement and event attendance
- Career Accelerator Fund application and award data
- Post-graduation outcome metrics
Implementation Timeline
During the 2025-2026 academic year, Career Success will expand access to experiential learning by increasing marketing efforts for the Career Accelerator Fund and reducing application barriers. We will also introduce low-barrier programs that are accessible and designed to help students explore career paths as early as their first year. To support student preparation for these opportunities, we will design and launch professionalization workshops that incorporate NACE Career Readiness Competencies, enhancing readiness for internships, jobs, and other applied experiences. Alumni involvement will also grow through expanded participation in Treks and the Match Mentor program, providing students with valuable industry insights and mentorship.
In support of our student success goals, we will establish an Employer Advisory Board to ensure our strategies remain aligned with evolving workforce needs. To boost early engagement, we will develop targeted messaging and resources for use during recruitment and onboarding of new students. This effort complements our new “Where to Start” marketing campaign, which aims to help new and hesitant students begin their journey with Career Success. The Career Studio will expand its services to include support for graduate students, reflecting our commitment to serving students throughout their entire academic careers. We will also pilot programs tailored to high-priority student populations, helping to ensure equitable access to our services.
These efforts will be reinforced by our curricular integration strategy, which includes embedding career content into select academic programs. We will launch a Faculty Champions initiative to support and collaborate with faculty across departments, fostering a culture of career readiness throughout the college. Additionally, we will expand promotion and utilization of Carmen Canvas tools to scale the delivery of career-related content in the classroom.
In 2026-2027, we will enhance experiential learning by refining the Career Accelerator Fund and scaling low-barrier programs. NACE Career Readiness Competencies will be fully integrated into core initiatives, while structured alumni coaching and expanded employer presentations will deepen industry engagement.
To support student success, we will incorporate feedback from the Employer Advisory Board to refine strategy and implement year-by-year career roadmaps for clearer student guidance. The Career Studio will grow in visibility and services, especially for graduate students, and targeted support for high-priority student groups will expand. We will also assess the impact of the “Where to Start” campaign to strengthen early engagement.
Curricular integration efforts will continue with career modules embedded in 20% of departments. A new CarmenCanvas incentive program will support faculty adoption of career content, and the Faculty Champions initiative will grow across high-impact academic areas to further embed career readiness in the student experience.
In the final year of our strategic plan, Career Success will further refine the Career Accelerator Fund and strengthen experiential learning through expanded low-barrier programming and deeper integration of NACE Career Readiness Competencies. We will sustain strong alumni engagement with the full-scale launch of coaching initiatives and continue to grow participation in experiential programs while assessing their overall impact.
To advance student success, we will convene the Employer Advisory Board to review strategic alignment with workforce needs and evaluate the reach of integrated career messaging across college channels. The Career Studio will grow its graduate student offerings and increase overall student engagement. High-priority student programs will be institutionalized to ensure long-term support and continuity. The “Where to Start” campaign will scale across all student-facing communications to guide students at every stage of their academic journey.
Our curricular integration efforts will reach a new benchmark with career modules embedded in 30% of academic programs. We will continue scaling CarmenCanvas adoption and formalize the Faculty Champions initiative to support lasting collaboration between Career Success and academic departments.
The success of our 2025–2028 Strategic Plan depends on strong collaboration across the campus. To lead this work, the Center for Career and Professional Success has established four implementation committees. Each committee is charged with developing initiatives, resources, and partnerships that move our priorities forward while ensuring alignment with the broader goals of the College of Arts and Sciences and The Ohio State University.
Strategic Implementation Committees
Student Success Committee
Charged with advancing student development and post-graduate outcomes by strengthening career-related support systems and addressing access across diverse student populations.
Curricular Integration Committee
Focused on embedding career development across academic programs by partnering with faculty and aligning curricula with in-demand skills and competencies.
Experiential Learning Committee
Works to expand student access to hands-on learning opportunities that connect classroom knowledge with real-world experience.
Staff Development Committee
Supports a healthy, mindfull workplace culture through initiatives that promote professional growth, community, and recognition.
Looking Ahead
As we implement the 2025–2028 Strategic Plan, Career Success is committed to building a more connected, informed, and opportunity-rich environment for every Arts and Sciences student.
Over the next three years, we aim to:
- Elevate the role of career development in the student experience by embedding career readiness across academic programs and student support services.
- Strengthen collaboration across campus and beyond, working closely with faculty, advisors, alumni, and industry partners to align student preparation with workforce needs.
- Broaden the availability of experiential learning and mentorship opportunities, ensuring that all students—regardless of background or career goals—can access the tools and experiences that drive long-term success.
- Invest in staff development and culture, recognizing that a supportive, mission-driven team is essential to delivering high-impact services and programs.
By focusing on accessibility and relationships, this plan aims to deliver a more confident, connected, and prepared student body. Together, we will empower students to explore their potential, define success on their own terms, and enter the world ready to make a meaningful impact.
What Can I Do To Help?
The future of career development of Arts and Sciences students is not a solo endeavor - it’s a shared responsibility. This strategic plan lays the foundation, but its success depends on the collective commitment of our entire community.
To our faculty and academic leaders: Partner with us to embed career development into the curriculum. Your influence in the classroom is key to helping students connect their learning to life beyond college.
To our staff and campus collaborators: Help us reach students earlier and more often. Whether through advising, programming, or mentorship, your engagement can make career readiness a visible and integrated part of the student experience.
To our alumni and employer partners: Join us in shaping the next generation of Buckeye talent. Your stories, networks, and opportunities are powerful tools for student growth and exploration.
To our students: Your journey is at the heart of this plan. Engage early, explore boldly, and know that you are not alone. We are here to support you - every step of the way.
Together, we can ensure that every Arts and Sciences student graduates not only with knowledge, but with confidence, clarity, and a strong sense of purpose.