The evolving landscape of international education: opportunities and challenges

The Evolving Landscape of International Education: Opportunities and Challenges

Late last year Universities UK held their International Student Recruitment conference and published a paper to coincide with the event "The future of international student recruitment in a post-election landscape." Interesting that this was a conference theme for UUK earlier this year in exchange for the ability to raise domestic tuition fees. The body representing the UK higher education sector suggested reducing international student recruitment, as was reported in the Guardian newspaper. Vivienne Stern, UUK's chief executive, said the sector needed to think about the impact of international students, and take into account potential flashpoints such as availability of rental accommodation and what support universities provide when increasing student intakes.

The report's authors state that the "changing dynamic presents an opportunity [for the UK]." Indeed, as the global higher education landscape continues to shift, and particularly following the US election of President elect Trump, the UK may be well-positioned to capitalize on its reputation as a premier destination for international students. However, to fully seize this opportunity, a strategic approach is required—one that balances student experience, institutional sustainability, and long-term outcomes.

Enhancing the International Student Experience

A key recommendation from UUK involves improving the international student experience, particularly through robust careers advice and guidance. This is crucial, as recent research highlights that prospective students are increasingly prioritising graduate outcomes when selecting a study destination.

Institutions such as the University of Warwick and King's College London, both early adopters of Asia Careers Group SDN BHD's international graduate outcomes data, have pioneered initiatives that combine career services with tailored support for international students. These include mentorship programs, networking opportunities, and workshops on navigating both domestic and international labour markets. These models demonstrate that universities can simultaneously enhance the student experience and improve graduate employability, a win-win for all stakeholders.

Expanding Partnerships to Industry and Beyond

While we agree with UUK on the importance of government collaboration, we believe this effort must extend further, encompassing partnerships with industry and corporate leaders. Firms such as PwC, Deloitte, and Tata Consultancy Services have a vested interest in recruiting top talent from the UK's international student cohort, particularly in key source markets like China, India, ASEAN, and MENA.

These partnerships could take the form of:

• Co-designed curricula aligned with industry needs, such as those offered by Coventry University in partnership with Jaguar Land Rover.
• Paid internship programs that provide international students with meaningful work experience in the UK and their home countries.
• Employer engagement initiatives where universities act as bridges between students and multinational corporations operating in their source markets.

Such collaborations would not only enhance employability but also bolster the UK's reputation as a study destination that produces globally competitive graduates.

Challenging UUK's View on Recruitment Numbers

Where we diverge sharply from UUK is their claim that "ever-increasing international student recruitment numbers cannot be the solution to the sector's funding challenges."

In our view, international student growth is not just necessary, it is essential. Developed economies are grappling with population decline, and higher education is increasingly scrutinised by domestic students questioning its value. International student recruitment represents one of the few sustainable pathways to maintaining an institution's financial viability, now and into the future. With over 80 institutions having announced restructuring and redundancy programmes during 2024, the case for reducing international students as suggested by UUK in an article in the Guardian is a recipe for disaster.

A Case for Education Tourism

Our recent article in University World News puts forward the idea of "Education Tourism: The New Norm for Higher Education," the impending demographic cliff for Western developed economies and its implications for colleges and universities. This combined with increasing apathy towards higher education among school leavers in Australia, the UK, and young people in the USA are questioning whether college is worth it - a question they are right to ask in light of mounting student debt. Additionally, with an aging population, there will be a growing need for individuals to upskill throughout their lifetimes, necessitating the ability to engage with tertiary education multiple times.

On the other side of the world as we enter the Asian Century, Asia is by far the most populous region in the world representing about 60% of the total world population and is projected to increase from 4.64 billion people in 2020 to 5.267 billion people in 2050. By 2050 the number of people in Asia will be the same as the entire world population in 1990. According to a report by Western Union Business Solutions almost 80% of growth in the international student market "should come" from Asian countries by the year 2025.

An Evidence-Based Approach to Graduate Outcomes

At Asia Careers Group SDN BHD, we have long advocated for an evidence-based approach. Over the past five years, we have collected more than 120,000 graduate data points, demonstrating that the vast majority of international students return home after completing their UK degrees. This evidence dispels the notion that international education is primarily a migration-driven endeavor and reinforces the argument that supporting students' transition to careers in their home countries should be a core focus for universities.

Moving Beyond Post-Study Work

We strongly disagree with the reliance on post-study work (PSW) rights as the cornerstone of international education strategy. PSW policies are notoriously vulnerable to political shifts. For example:

• In 2011, the UK revoked PSW rights, leading to a sharp decline in international student numbers from key markets such as India.
• Despite the Migration Advisory Committee's (MAC) recent recommendation to retain the Graduate Route in its current form, with the Labour government committed to reducing immigration there remains no guarantee against future policy changes.

Moreover, the UK lacks concrete evidence linking PSW to strong graduate outcomes. Since HESA (Higher Education Statistics Agency) stopped collecting non-EU graduate outcomes data in 2019, there has been little clarity on the effectiveness of PSW in securing meaningful employment for graduates. This gap underscores the need for universities to prioritise broader employability strategies for the vast majority of international graduates that return home, over short-term immigration incentives.

Plus, with the UK Home Office yet to release figures on the number of graduates transitioning from the Graduate Route to skilled worker visas, the UK is yet to establish any evidence of a clear path to immigration.  We would be particularly interested in the publication of such data to better inform the UK international education strategy moving forward.

A Broken Model in Need of Repair

The sector's financial challenges stem, in part, from its over-reliance on PSW as a recruitment tool. This shortsighted approach has led to overly optimistic forecasts for international student numbers, creating a precarious financial situation for many institutions.

In our article "PSW is the Problem, Not the Solution," we argued that this dependency has made universities vulnerable to policy changes while neglecting the broader, more sustainable goal of enhancing graduate outcomes.

A Path Forward

Instead of doubling down on post-study work, universities should adopt a dual-focus approach:

1. Promote international student employability in their home countries. This includes targeted career support and partnerships with leading employers in key markets like China, India, ASEAN and MENA
2. Develop sustainable recruitment models based on delivering value through both domestic AND global career prospects.

Conclusion: A Call for Bold Action

The changing dynamics of international education present both challenges and opportunities. By moving beyond outdated strategies and embracing a comprehensive approach to employability and partnerships, UK universities can secure their place as global leaders in higher education. Contrary to UUK's feelings that we should "continue doing what we're doing," we should in fact move away from post-study work as our primary means of recruiting international students, as we would argue this has been the cause of the over optimistic forecasting of international student numbers and the financial dire straits the sector now finds itself in! Instead, universities should prioritise what truly matters to international students: delivering exceptional education and successful graduate outcomes — whether in the UK or back home.