Quantifying the Relationship Between University Ranking Drop and Student Enrolment Decline

University rankings wield enormous influence over student decision‑making and institutional financial health.
A NORC methodological review notes that changes in rank are correlated with changes in both the quantity and quality of an institution’s applicant pool. In other words, falling in widely‑followed rankings can quickly translate into fewer applicants and weaker student profiles.
Given the stakes, universities need to understand how ranking shifts translate into enrolment outcomes and what they can do to mitigate the impact.
Why Rankings Influence Student Decisions
Applicants react to rank changes
A National Bureau of Economic Research study examining selective private institutions found that a less favourable U.S. News & World Report (USNWR) ranking reduces a school’s yield (the percentage of admitted students who enrol). The study estimated that it takes an improvement of six places to raise yield by one percentage point. When ranks decline, colleges must admit more students to maintain enrolment, often diminishing the quality of the incoming class.
The same study observed that a 10‑place drop in USNWR rank forces institutions to increase financial aid: a 10‑place drop leads to roughly a 4% reduction in “aid‑adjusted” tuition. Since published tuition rarely changes (institutions fear that lower sticker prices signal lower quality), colleges discount tuition via grants and scholarships to attract students.
Also, when Cornell University jumped eight places in the USNWR rankings (from 14th to 6th), researchers predicted a 3‑percentage‑point decline in the admit rate and a 1‑percentage‑point increase in yield. A senior administrator reported that the actual reduction in the admit rate and increase in yield and SAT scores were at least as large as predicted - a vivid example of rankings translating into admissions outcome.
Evidence of Enrolment Declines Following Ranking Drops
International student recruitment
International students often use global rankings to assess institutional quality and return on investment.
QS Insight data reveal that U.S. institutions in the top 100 of the QS World University Rankings increased their international‑student full‑time equivalent (FTE) count by 30% between 2021 and 2024; institutions ranked 100–500 grew only 12%. QS notes that lower-ranked institutions struggle to attract international students, and that a drop in ranking can have “a deleterious effect on international student recruitment”.
Northeastern University’s ascent
Northeastern University provides a positive example of the relationship between rankings and applicant interest. As the university climbed steadily in the USNWR rankings - breaking into the top 50 in 2016 - applications and yield rates surged.
Since fall 2020, the number of applicants increased by 52.6 % and the yield rate doubled from 23.7% to 50.3 %. Looking further back, Northeastern’s acceptance rate dropped from 37.9 % in 2010 to 5.2 % in 2024, and applications have grown over 550 % since 2001.
These figures show how sustained improvements in ranking can transform applicant behaviour.
Out‑of‑state tuition sensitivity
Public universities depend heavily on out‑of‑state tuition. According to EducationData, average public four‑year out‑of‑state tuition is $28,297 versus $9,750 for in‑state students. When rankings slip, out‑of‑state applicants - who have no geographic loyalty - are more likely to redirect their applications elsewhere.
The Princeton Review finding that application declines were concentrated among out‑of‑state students suggests that even modest ranking declines can erode a lucrative revenue stream.
Employability Rankings and Their Impact on Enrolment
The QS Graduate Employability Rankings assess how well institutions prepare students for the workforce. The 2019 methodology weights five indicators:
How employability rankings affect overall rank
Employability indicators often feed into broader ranking systems. Universities that drop on employability metrics see their overall rank fall and their appeal to career‑oriented applicants diminish.
For instance, the NBER study showed that a less favourable ranking compels institutions to offer more financial aid. Because the QS employability ranking assigns 65% of its weight to employer reputation, alumni outcomes and partnerships, a significant slide in these factors can quickly cascade into lower overall rankings.
Real‑world employability outcomes
Employability success stories demonstrate the potential upside of focusing on graduate outcomes:
- Arizona State University (ASU) reports that 89% of its graduates were employed or had job offers within 90 days of graduation. External sources cite an 83% job‑placement rate and note that ASU ranks #2 among U.S. public universities for employability. Strong career services and employer partnerships likely contributed to ASU’s improved QS ranking and rising applications.
- Northeastern University built an extensive co‑op program and invested in career services, which coincided with its ranking climb and surge in applications. Employer reputation and alumni success are baked into QS employability metrics, meaning that such programs directly support ranking improvements.
Financial Impact of Ranking Drops
Ranking declines translate into lost tuition revenue. The magnitude depends on the institution’s size, tuition mix (composition of tuition revenue across different student groups or programs) and sensitivity of applicants to rankings.
Private university scenario
Consider a private university with 10,000 students and average tuition of $38,421 per year (the typical tuition for private nonprofits). Suppose its ranking falls by five places in a prominent ranking list, resulting in a 3 % drop in applications (300 fewer applicants). If the university maintains its admit rate, this drop translates into roughly 200 fewer enrolled students (assuming a two‑thirds yield). Lost tuition revenue is substantial:
- Annual loss: 200 students × $38,421 ≈ $7.7 million
- Four‑year loss: ≈ $31 million
This model ignores ancillary revenue (housing, fees) and assumes yield remains constant. In reality, yield often falls when rankings decline, compounding the financial hit.
Public university scenario
Public universities rely on out‑of‑state tuition to subsidize lower in‑state rates. The College Board reports that average 2024‑25 public four‑year tuition is $11,610 for in‑state students and $30,780 for out‑of‑state students. The roughly $19,000 price differential means that a modest drop in out‑of‑state enrollment can quickly erode revenue. For example:
- Assume a 5‑point ranking drop leads to a 5 % decline in out‑of‑state applications. At a university with 3,000 out‑of‑state undergraduates, that’s about 150 fewer students.
- Revenue impact: 150 students × $19,170 (difference between out‑of‑state and in‑state tuition) ≈ $2.9 million per year.
- Over four years, the loss exceeds $11 million - before accounting for auxiliary income and the possibility that yield may also decline.
Because out‑of‑state students are more sensitive to reputational cues, public universities have a strong incentive to protect or improve their rankings.
Leveraging AI Interview Practice Platforms to Protect Rankings
Rankings increasingly reward institutions that prepare students for the workforce. The QS Graduate Employability methodology devotes 65% of its weighting to employer reputation, alumni outcomes and partnerships. To perform well on these metrics, universities must ensure their graduates excel in interviews and secure desirable positions.
An AI‑powered interview practice platform can help universities strengthen employability outcomes and mitigate the effects of ranking declines. Key benefits include:
Scalable interview preparation - Students can practise with AI‑generated interview questions tailored to their major, industry and experience level. Automated feedback on content, clarity and communication helps candidates refine their performance.
Data‑driven insights - Aggregated performance data reveal common weaknesses in student interviewing skills, allowing career services to design targeted workshops and track improvements over time.
Employer alignment - Platforms can incorporate questions and evaluation criteria from hiring partners, aligning student preparation with actual employer expectations. Such collaboration strengthens employer‑student connections, a key QS indicator.
Showcasing outcomes - Institutions can report improved interview success rates to prospective students and ranking bodies, bolstering employer reputation and alumni outcomes metrics.
Universities not only improve their QS ranking but also create a compelling value proposition for applicants by enhancing graduate employability. Such tools can make the difference between a ranking slide and a virtuous cycle of improved outcomes and growing enrolments.
University rankings are not mere bragging rights
Research shows that they have a measurable impact on applicant behaviour, yield rates and institutional finances. A drop of just a few places can reduce applications, especially among lucrative out‑of‑state and international students.
Hence, strategic improvements in ranking - through investments in academic quality and career preparation - can drive dramatic growth in applications and selectivity.
As employability metrics become more prominent in ranking methodologies, universities must prioritise career outcomes. Adopting AI‑driven interview practice platforms is one actionable strategy to bolster employer reputation and alumni success.
Such tools can help institutions deliver on their promise to students, sustain high rankings and avoid the costly enrollment declines that accompany a fall in the tables.