In my book Why Study History: A Historical Introduction I wrote:
But there are also larger issues that history teachers and professors, and school and college administrators, must confront if they want to be effective career counselors. For example, we must equip students to be confident in the skills that they have acquired as history majors….Rather than apologizing to potential employers about being history majors, our students should enter job interviews boldly, discussing their abilities to write, communicate, construct narratives out of small details, listen, empathize, analyze, and think critically. As Stanton Green, a humanities administrator notes, “People find jobs where they look for jobs.” We need to instill our students with confidence. The ability to do this must somehow be embedded in a history department curriculum.
After years of being on the back foot, the humanities have launched a counterattack. A shelf of new books, including Scott Hartley’s The Fuzzy and the Techie: Why the Liberal Arts Will Rule the Digital World (Houghton Mifflin, 2017) and Gary Saul Morson and Morton Schapiro’s Cents and Sensibility: What Economics Can Learn From the Humanities (Princeton, 2017), attest to the usefulness of the humanities for the 21st-century job market. Their fresh message makes the old creed that the humanities are a “mistake” or not “relevant” seem out of touch. Surveying these works in the July-August 2017 issue of Harvard Business Review, J. M. Olejarz dubs this countermovement “the revenge of the film, history and philosophy nerds….”
But where we go from here requires the hard work of identifying just what is the common denominator being learned in the humanities and how to parlay that knowledge and those skills into professional success. How do you apply Virginia Woolf to write better code or marshal your skills conjugating Latin verbs to execute an IPO?
At the University of North Carolina Greensboro, we have taken the next step of improving career outcomes for our students in the humanities by implementing the Liberal Arts Advantage, a strategy that articulates the value of the humanities to students, their parents and the community.
Directors of career development are realizing that they can’t do this work alone. They must engage faculty as their partners.
Jeremy Podany, founder, CEO, and senior consultant of the Career Leadership Collective, a global solutions group and network of innovators inside and near to university career services, says that helping faculty teach career development is part of the job. “I actually think we need to go to the faculty and say, ‘Let me teach you how to have a great career conversation,’” said Podany. The relationship between faculty members and career development offices — experts in the humanities and careers — is essential to preparing students for the job market.
Why? Because the central issue in realizing a long-term strategy for student career development is translation. That is, how students translate the skills they learn in the classroom into workplace success. This is particularly true in the case of the metacognitive skills that professors in the humanities can, and should, help contribute in their students.
Read the entire piece here.