Would your best finalist from your last search have cleared your first screening filter?
This month, we look at how hiring technology shapes who gets seen, and at the latest numbers on nursing and physician assistant faculty, program leadership, and workforce pipelines.
Welcome back. Each month, we share what we're seeing in academic healthcare leadership searches, plus practical advice for candidates and hiring institutions.
ATS, AI, and the human side of hiring
Technology can help hiring teams manage volume, but speed is not the same as quality. This month's read explains how applicant tracking, automated screening, and AI-assisted recruiting differ, and how qualified candidates can be overlooked before they reach a hiring decision-maker.
How it works: The differences between applicant tracking, automated screening, and AI-assisted recruiting.
Why it matters: How qualified candidates can be overlooked before reaching a hiring decision-maker.
For job seekers: Practical ways to make relevant experience and credentials easier to recognize.
For employers: Steps to review screening criteria, monitor results, and preserve meaningful human judgment.
Small actions. Meaningful connections.
Your professional network works best when people show up for it, and the smallest actions often count the most. This article looks at LinkedIn as a community, not just a job board, and at how everyday support strengthens the people around you.
Beyond the job search: Viewing LinkedIn as a professional community, not just a job board.
Everyday support: How reading, liking, commenting, and reposting contribute to your network.
The extended connection: Why an opportunity that isn't right for you may be valuable to someone else.
Share thoughtfully: Pass along credible information, add context, and respect others' privacy.
Two patterns I keep seeing in my searches. First, many job seekers are searching somewhat casually, often looking for remote or regional online roles. Second, candidates' compensation expectations do not always line up with the ranges advertised for open positions.
My hypothesis is that current economic constraints play a part. But it may also reflect how accreditation and compliance standards demand more than some institutions are prepared to offer the qualified candidates those standards call for. If that is right, closing the gap starts with an honest look at what a role truly requires and what it should pay.
Academic healthcare leadership remains a candidate-driven market. Three things stand out:
The compensation gap: AACN reported in May 2026 that the average annual salary for a master's-prepared professor in schools of nursing is $82,762. By comparison, medical and health services managers, a different but related role, earned a national median of $123,860 (U.S. Bureau of Labor Statistics, May 2025). Institutions are competing with health systems, not just each other.
Nurse faculty recruitment remains an important concern beyond the Southeast, although recent state reports show some improvement.
The overall faculty vacancy rate in prelicensure nursing programs declined from 9.8% to 8.5%. Full-time positions remained more difficult to fill, with a 10.9% vacancy rate. Schools reported 584 vacant faculty positions as of October 15, 2025.
Vacancy rates declined across program categories. The 2025 survey found a 13.9% vacancy rate in prelicensure RN programs and a 17.3% rate in graduate nursing programs. Among prelicensure RN programs, 69.9% cited a limited qualified applicant pool and 63.9% cited noncompetitive salaries as barriers to recruiting full-time faculty.
The longer-term outlook adds urgency in California: HRSA projects the largest RN workforce shortfall of any state there by 2038, as charted in Hiring Trends below. These projections describe future supply-and-demand gaps, not current openings.
Steadford is currently recruiting for opportunities in both states. If you are considering a move to California or Texas, or hiring there, start a confidential conversation with us.
Data note: California, Texas, and AACN report on different nursing education populations and use different vacancy measures. Their figures illustrate local recruitment conditions but should not be used as a direct ranking of state performance.
PA education is growing fast, and it faces the same leadership and faculty pressures as nursing. We could not find a current national count of PA faculty vacancies, so the figures below describe the size and makeup of the field, not open positions.
Data note: Most PA faculty data comes from PAEA's 2022 Faculty & Directors Survey, published in December 2024, and is older than the nursing figures above.
What this means
Institutions are competing with health systems for a thin pool of faculty and leaders, so compensation and a clearly scoped role matter as much as the title. Candidates with clinical credibility and a record of results have leverage, in nursing and in PA education.
The Southeast remains capacity-constrained. Population growth, an aging population, and rural workforce gaps are pushing colleges and health systems to expand training, all competing for the same limited pool of clinicians, faculty, and academic leaders.
What this means
Southeastern institutions should expect strong competition for leaders who can build clinical partnerships and manage accreditation. Candidates with that record, especially those who can serve rural communities, can afford to be selective.
When the talent pool is this thin, a screening process that filters out qualified people early is expensive. That is the question behind this month's read.
The bottom line: The most marketable leaders combine clinical credibility with the ability to recruit faculty, build clinical partnerships, navigate accreditation, and expand workforce capacity. Institutions that want them need a process built to recognize them.
For institutions: Audit your screening criteria before your next search. Take your last few finalists and hires and ask whether each would have cleared your initial filter as written. If the best candidates would have been screened out, revisit which requirements are screening for outcomes and which are only screening for convenience.
For candidates: Make your results easy to find. Use the language of the posting where it honestly describes your work, and name the outcomes you delivered, not only your title.
This is a competitive market, and opportunities move quickly. Responding promptly and acting quickly give you the best chance of being contacted by hiring managers.
What is one thing you wish you had known sooner, or wish job candidates knew or did sooner, to improve their chances of landing a role?
Share your answer in the comments on LinkedIn. I would like to hear from candidates and hiring leaders alike.
Hiring a program director, associate dean, or dean? Considering your next leadership move? Send us a message or comment below to start a confidential conversation.
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Sources: AACN (Survey on Vacant Faculty Positions 2025-26 and Faculty Vacancy Report 2025, October 2025; 2025 Survey of Deans, December 2025; 2025-26 Salaries of Instructional and Administrative Nursing Faculty, reported May 2026; Nursing Faculty Shortage fact sheet, 2026), BLS (May 2025), HRSA (Nurse Workforce Projections, 2023-2038, December 2025), PAEA (Faculty & Directors Report 5, December 2024), ARC-PA (accredited program data, 2026), AAPA (November 2025), BMC Medical Education (Kayingo et al., April 2022; PA academic leadership study, 2022), WLOS (July 2026), North Carolina Department of Commerce (March 2025), California Board of Registered Nursing (2024-2025 Annual School Report, data as of October 15, 2025), Texas Board of Nursing and Texas Center for Nursing Workforce Studies (2025 Nursing Education Program Information Survey). Figures are presented as reported by the sources listed. Some reflect earlier survey years, and projections are estimates of future supply and demand, not current openings.