Taking Student Well-Being and Experience to the Next Level
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“It is essential to provide high-quality, student-oriented services that are attractive not only to Hungarian but also to international students,” emphasizes Judit Nagy, Vice-Rector for Student Affairs at Corvinus University, in our series presenting the professional plans of EXCO members. She discusses how student well-being and experience can be improved, what new organizational units have been created, and what kind of groundbreaking academic competition we can expect in September.
How do you see Corvinus progressing in its transformation process?
Since mid-December, I have been serving as the Vice-Rector for Student Affairs, and several members of the university’s leadership team are also new. I see this as a positive change because I firmly believe that the new perspectives and ideas we bring will be defining in the coming years.
I observe that the Rector is highly cooperative and thinks in terms of teamwork, which is very much in line with my own work philosophy. I look forward to working with him on the university’s further development, and I see that the rest of the leadership team shares this approach.
Of course, we are still deep in the transformation process—responsibilities and areas of focus are still taking shape. However, I believe we are on the right path, and this collaborative environment will bear fruit in the long run.
As Vice-Rector for Student Affairs, what do you consider your main goal?
My position is not only new at Corvinus but also unprecedented in Hungary—there has never been a university in the country that appointed a Vice-Rector or Dean specifically responsible for student affairs. This is somewhat surprising because universities exist for students; their education is one of the primary reasons for their existence, alongside research.
Being able to represent students is a great honor and, at the same time, a great responsibility for me. Throughout my entire academic career, I have always strived to think, operate, and work in a student-oriented manner. In this sense, there is no fundamental change for me—the difference is that now, instead of focusing on a specific academic program, I can do the same for the entire student community of the university.
My role is to ensure that the student perspective is incorporated into management decisions. For instance, it is great that we have a new strategy and decisions that support its implementation, but it is crucial to consider how these will impact students.
To best represent their interests, I aim to work closely with the Student Union. Thanks to the trust between us, I see a strong potential for successful collaboration. Additionally, I seek similar cooperation with other student organizations.
I am completely open to dialogue, discussions, and understanding different perspectives so that we can assess what is possible and what is not. My goal and responsibility are to support the students in every way I can.
In your Vice-Rector application, one of your key objectives was to create an inclusive and supportive community. How do you plan to achieve this?
One of the key steps in making our university even more international is preparing to accommodate a larger number of international students than we currently do. We are already making good progress in this area, but we need further comprehensive service development to reach student groups who do not yet choose us.
In terms of education, I believe we are on the right track. Our international certifications and accreditations prove that both what we teach and how we teach are competitive. However, we need to place greater emphasis on additional services—the kind that would make, for example, a German, French, or American student choose Corvinus over other universities with similar tuition fees.
This is where Career Services and the Centre for Talent Management play a crucial role. The Centre for Physical Education and Sports has existed before, but we need to increase its visibility so that it actively contributes to enhancing the student experience. The Student Journey and Welfare division is not a completely new initiative—it builds on the former Student Support Group, which focused on well-being. Now, it also incorporates student experience. I expect this division to integrate all student-focused activities at the university and help create a stronger Corvinus identity—a sense of belonging that makes students truly enjoy being here.
Several programs are already in place at the university that help international students integrate and bridge cultural differences, as many of them come from vastly different backgrounds. However, we still need to develop these initiatives further.
While we are fortunate to have an increasing number of international students, they often face different challenges. They require more guidance, ask more questions, and need stronger support, as they may not be familiar with Hungarian customs, university processes, or local administration. In this unfamiliar environment, they can sometimes feel lost or uncertain.
Ensuring smooth academic administration is also a key priority in making the university more student-friendly. The Study Administration Services is a well-established unit within the university, but I envision student-centered developments that focus on streamlining processes and ensuring that students have multiple efficient ways to quickly and effectively resolve their issues. The already-operational “Intézd Online!” digital platform is an excellent tool for this, and I plan to expand its functionality. In the long run, I would love to introduce an AI chatbot that can assist students in getting answers to a wide range of questions in a fast and efficient manner.
Ultimately, my goal is to create comprehensive service packages that provide high-quality, student-centered support for both Hungarian and international students.
The Corvinus Talent Program aims to equip students with competitive skills. How do you support the implementation of this program?
We have established a brand-new unit called the Centre for Talent Management, which is specifically tasked with achieving this goal. Currently, we are in the organizational development phase—we have already found a leader for the center, but we still need team members who will support operational tasks such as organizing summer universities, academic competitions, and coordinating with honors colleges and student organizations.
This division will also be responsible for the development and partial restructuring of university scientific student activities (TDK). We have already begun working on this, even though the organizational unit is still in its early stages.
One of our first initiatives is to pilot a summer university program in July—a one-week course that will welcome both international and Corvinus students, as well as students from other Hungarian universities. We are currently designing the program, and we have chosen a particularly exciting theme: sustainability and artificial intelligence.
Additionally, in September, before the academic year begins, we plan to launch a TDK competition. Students from Corvinus, other Hungarian institutions, and international universities will present their research projects and scientific ideas before a jury composed of professionals from the corporate and non-profit sectors. The goal of the competition is for students to promote or even sell their research ideas—in a format similar to the “Shark Tank” TV show.
I am eager to see what other universities bring to the table and how their approach to scientific student activities compares to the work our own students do within the TDK framework.
Another key task of the Centre for Talent Management is overseeing the Navigator program, which we aim to expand significantly. We want as many students as possible to participate, testing their abilities and identifying both their strengths and areas for development. To support this process, we plan to provide students with mentorship opportunities and tailored course recommendations that align with their individual skills and goals.
What are your plans for launching students’ career paths?
To achieve this goal, we have established the Career Services division, which is currently operating with a small team of “one and a half” staff members. Their main task is to develop a comprehensive career service portfolio.
One key aspect of this portfolio is ensuring that students have regular and predictable access to career services, whether individually or in groups. We aim to provide opportunities for group consultations that assist students with career selection and job search strategies.
For example, we plan to offer a series of training workshops on topics such as: writing a CV and motivation letter, building a LinkedIn profile, learning effective job search techniques, including relevant keywords and best platforms to use.
Additionally, we want to provide one-on-one career counseling, where students can receive personalized guidance on these topics or discuss more specific concerns with a career consultant. This support can help them figure out how to start their job search effectively.
Another major goal of Career Services is to assist students in finding relevant and meaningful internship opportunities and job placements. Many degree programs include mandatory internships, and we want to ensure that students gain experience in positions that truly align with their studies and career goals.
To achieve this, we need to build partnerships with companies and organizations that are open to hosting our students. Fortunately, the Corporate and Institutional Relations (VIK) unit at the university plays a crucial role in this effort. Corvinus is establishing partnership agreements with an increasing number of companies, and we want to involve these firms in our career support programs as well.
Finally, another important objective is to support students in launching international careers. We aim to provide internship opportunities abroad, allowing students to gain global experience in their field.
For this reason, we are currently recruiting team members who specialize in finding international internships and guiding students through the application process, helping them navigate career opportunities beyond Hungary.
In your program, you emphasized that supporting student well-being and mental health is crucial for a successful university experience. What steps do you plan to take in this area?
As I previously mentioned, the university has long had a Student Support Group, which consists of psychologists who provide a range of services. Their work includes career and life path counseling, as well as supporting students facing more serious difficulties who require professional psychological assistance.
We have a diverse student body, with individuals coming from various backgrounds and carrying different challenges. Many students face significant burdens while also dealing with the academic pressures of university life. The key question is: how can we help them seek professional support in time and recognize that these services are available specifically to assist them?
For this reason, I would like to place a stronger emphasis on prevention. In the coming period, this will be a priority focus for the Student Support Group.
They are the professionals, so I will not dictate what specific steps they should take—I fully trust them to develop the right approach. However, what is crucial is that we begin working on creating events and opportunities where students in need of support can easily find and connect with these experts.
There are many stereotypes and even memes about what a Corvinus student is like. As someone representing them in university management, how do you see Corvinus students?
A Corvinus student is smart and driven by an internal motivation. They don’t just want to complete their degree—they recognize a spark within themselves, a potential to make a difference in the world. This might be within Hungary, but it could just as easily be on a global scale.
We are often labeled as an elitist university, but this is a misconception. We are not educating the children of today’s elite—we are training the leaders of tomorrow, those who will play a key role in shaping economic and social decision-making.
Corvinus graduates are already overrepresented in these circles, and this trend will likely continue in the future. A significantly higher proportion of our alumni will end up in leadership positions—whether in corporations, organizations, or institutions—where they will influence national, regional, or even global decisions.
We take pride in this and feel a strong responsibility to ensure that we educate individuals who think critically and responsibly about society, the environment, and the economy. Our goal is to equip students with the knowledge and skills needed to take the necessary steps to advance not just their own careers, but also to contribute positively to the world around them.