This article is part of a recurring series highlighting recent talent mobility industry reports. If you would like the WERC editorial team to consider covering a specific industry report, email mobility@talenteverywhere.org.
U.S. colleges and universities are beginning to see early signs of softening international student demand. Total international enrollment dipped 1% in fall 2025, the first decline in four years, according to the Institute of International Education’s (IIE) Fall 2025 Snapshot on International Student Enrollment. Drawing on survey responses from 828 higher education institutions across multiple regions and sectors, the report highlights emerging shifts by program level and country of origin that have direct implications for international talent pipelines. For U.S.-based talent mobility programs, these enrollment changes signal a critical moment to reassess how they attract, support, and retain international students as future employees.
Graduate programs experienced the sharpest decline, with international enrollment falling 12%, while undergraduate enrollment increased by 2%. Enrollment from South Korea and China was generally stable or growing across most institutions, but numbers from India dropped at many campuses, with only 39% of institutions reporting Indian enrollment that was stable or increasing. These shifts, particularly the decline in graduate students from India, may be contributing to the overall decrease in new international enrollments at U.S. colleges and universities.
A notable positive trend in the report is the 14% increase in Optional Practical Training (OPT) enrollment among international students. OPT participants gain practical work experience directly related to their fields of study following their graduation, creating a valuable pool of candidates that U.S. employers can engage to gain professional experience alongside American colleagues. This growth in OPT enrollment indicates sustained interest in hands-on experience in the United States, but the rate of enrollment increase has slowed from 21% in the previous academic year, and is likely to decrease further as the Trump administration enacts various regulatory and policy changes impacting international students.
Surveyed institutions reported that 76% view OPT programs as a key tool for recruiting international students who want work experience, and the same share highlighted the economic value OPT students bring to U.S. businesses. Companies can leverage OPT to recruit and retain international talent, and 70% of colleges and universities view OPT as a competitive advantage in attracting these students. Without access to OPT, 92% of institutions believe international students would look for comparable opportunities in other countries, underscoring how critical these programs are to U.S. competitiveness.
Challenges Facing the International Student Talent Pipeline
Among the key factors cited as limiting international student enrollment were travel restrictions and concerns about visa application processes and delays. A temporary pause in U.S. visa issuance between 27 May and 18 June was flagged by 81% of colleges and universities as a potential barrier to students obtaining the visas they need to study and work in the United States.
As of October 2025, the U.S. Department of State’s Global Visa Wait Times tracker showed that 92% of locations offering F, M, and J visas had appointment windows within two months, and only 15 locations worldwide had wait times longer than that. Even so, whether visa application delays were actual or perceived, it is clear that international students are concerned that their visas will not be approved in time for the start of their academic year.
Institutions also cited students’ concerns about feeling unwelcome and the broader social and political environment as additional barriers to enrollment. When asked for more detail, however, many higher education institutions could not quantify how many students had encountered these challenges.
Economic and Strategic Value of International Talent
Colleges and universities view international students as essential to their global strategies, enriching classroom discussion and academic life with diverse perspectives. International enrollment also delivers substantial economic value, contributing nearly $55 billion to the U.S. economy, according to U.S. Department of Commerce data.
In the 2024-2025 academic year, NAFSA: Association of International Educators and JB International’s International Student Economic Value Tool estimated that international students supported more than 355,000 U.S. jobs. International students contribute through tuition, fees, and living expenses, which aligns with IIE’s finding that 60% of colleges and universities report significant economic benefits from enrolling them. Although institutions plan to continue actively recruiting international students, they must do so while managing external factors that influence decisions to pursue undergraduate, graduate, and post-graduate programs in the United States during and after graduation.
Strategies To Strengthen Talent Pipelines
To address barriers and delays in international students’ enrollment decisions, institutions are adopting proactive, student‑centric supports. For students awaiting visa approvals, 72% of institutions offer deferrals to spring 2026, and 56% are prepared to extend deferrals to fall 2026 if needed. Key supports planned for the 2026 academic year include:
- Clear guidance on maintaining visa status (93%).
- Robust advising services (92%).
- Expanded mental health support (67%).
- Programs to connect international students with peers (44%).
Alongside these services, colleges and universities are expanding outreach through email, one‑on‑one advising, newsletters, workshops, town halls, social media, recruitment agencies, and FAQ webpages. Half of undergraduate outreach now occurs in U.S. high schools, prioritizing international students already in the country, and 32% of institutions are recruiting their own international undergraduates into graduate programs. These strategies, combined with strong OPT participation, are designed to sustain international enrollment and preserve critical talent pipelines.
These trends underscore the need for employers to partner with campuses on OPT outreach, support visa navigation for high-potential graduate candidates from stable markets like South Korea and China, and diversify pipelines amid Indian enrollment volatility. Proactive collaboration can secure the international talent essential to U.S. competitiveness.