It’s no secret that there is a growing concern over the shrinking of what we consider traditional career paths. Unlike other fields, the rising global volatility is making careers in international affairs more relevant than ever. There is one simple reason why: public service is expanding into the private and local sectors at an unprecedented rate.

APSIA’s Michelle Reddy Hewlett, PhD, sat down with Dr. Nadia Chamberlin, Director of Career Services at Duke University’s Sanford School of Public Policy and Bryan Kempton, Director of Career Services and Alumni Relations at the University of Maryland’s School of Public Policy to discuss how universities are navigating this transition and APSIA’s role in meeting employment demands and in the international public service sector.

Dr. Chamberlin brings a perspective shaped by over 20 years in higher education across private, public and community college sectors. Joining Duke in 2018, her work is backed by a PhD in Public Policy, giving her a unique view of how academic rigor translates into professional success.

Kempton, since earning his Master’s in 1997, has dedicated his career to higher education. Beginning at UMD’s Ann Arbor campus, he eventually transitioned to College Park in a commitment to serve the common good. Kempton’s switch allowed him to start mentoring the next generation of leaders and champion the essential role of the staff who support them.

In the following conversation, Kempton and Chamberlin discuss how they are reimagining career preparation to ensure their graduates remain versatile players in a volatile global market.

Michelle Reddy Hewlett (MRH): I’d like to start us off by looking at the bigger picture. We often hear from students that the federal sector is shrinking and they’re worried about the potential for career growth. To what extent have you seen the career landscape for international public service changing in recent years?

Dr. Nadia Chamberlin (NC): It has definitely shifted. While traditional federal roles are still there, we are seeing a massive rise in nontraditional public service. Our students are moving into geopolitical risk, sustainable policy within the private sector, and global logistics. The definition of where you can do public good has expanded significantly beyond just government agencies.

Bryan Kempton (BK): I agree. We’ve also seen a shift toward state and local government roles that have a global reach. Whether it’s climate policy or trade at the state level, the skills required are the same. There is also a greater emphasis on collective problem solving. Issues like climate change don’t stop at borders, so the demand for people who can work across multilaterals and NGOs is higher than ever.

MRH: The market is moving so fast that it has been placing a heavy burden on academic programs to stay current. How are you adapting your career services or curriculum to meet new market demands, and how do you ensure your students are ready?

BK: We’ve created a feedback loop. Our career offices are constantly talking to employers and bringing that data back to the faculty. For example, if we hear that employers need more expertise in specific data tools like Stata or Excel, or better policy memo writing, we adjust the training to make sure students are ready on day one.

NC: We also focus heavily on versatility. We teach students that the skills they learn—quantitative analysis, communication, and strategic thinking—are transferable. You might start in a policy role and move into the private sector, or vice versa. We want them to have the versatile skill set that makes them employable across the board.

MRH: We know that soon-to-be and recent graduates are moving through a confusing time in the public service sector and the job market as a whole. In an over-saturated market of qualified graduates, how do you see the APSIA brand lifting students up and signaling potential employers?

NC: Being an APSIA school is a signal of quality. It tells employers and students that this institution belongs to an exclusive network of the best international affairs programs in the world. It’s a mark of excellence in both research and career outcomes.

BK: It represents a standard of academic rigor. When a student sees the APSIA name, they know they are getting a faculty that is deeply connected to the field and a curriculum that is designed to meet the actual needs of the global workforce. It’s about being part of a community that sets the global standard for international affairs education.

MRH: What is your best piece of advice for the next generation of leaders entering this field?

NC: Explore broadly while you are in your master’s program, but be laser-focused when you start your job search. Use your time in school to try different things, but when you hit the market, know exactly what value you bring to a specific employer.

BK: Don’t give up on public service. Despite administrative changes or shifts in the political landscape, the world will always need people to solve big, collective problems. The mission remains the same, even if the office you do it in changes. Stay passionate and stay the course.