Longevity Declining Among Higher Ed Employees: What is There to Lose?
More than half of college employees say they are likely to leave their jobs in the next year as reported in a new survey by the College and University Professional Association for Human Resources, CUPA-HR. The most common reasons listed for seeking new employment were the prospect of higher pay, an opportunity to work remotely, and more flexible work hours.
The CUPA-HR survey reported deep interest in “moving on” from positions in higher ed. Of the more than 3,800 higher education employees across nearly 950 institutions surveyed in May, most were White and women, with about half in supervisory positions. In total, 57.2% of survey participants said they were likely to leave their job in the next 12 months. Almost 70% of potential job-seekers said they wanted to find work at another institution. About half wanted to work with a nonprofit organization outside higher ed, and only 42% sought to remain at their current college.
Education, as a broad field, appeared in the middle of all fields in “the great resignation.” While education figures may not be far out of line with the rest of the workforce, higher education has historically enjoyed greater institutional loyalty than other fields. Overall, the U.S. Bureau of Labor Statistics reported in the fall of 2020 that the median tenure (the point at which half of all workers had more tenure and half had less tenure) of all U.S. workers was 4.1 years.
As someone who was employed for half a century on two campuses of universities within the state university system of Illinois, I was given pause to consider what may be gained by retaining employees in an institution. Admittedly, my half century at Illinois public universities may bias my view, but it also gives me some personal insight into the question.
First, here are some of the values I have seen that have been gained by turnover:
- New employees bring new perspectives and new ideas to the workplace
- New employees may bring new enthusiasm to the jobs that need to be done
- New employees may come in at lower salaries, creating fiscal savings
- New employees may stimulate their workgroup to reorganize and rethink needs and outcomes
Here, though, are some of the losses created by turnover:
- Continuing employees command institutional history that can be beneficial in many ways
- Continuing employees can deepen and extend the pre-existing university culture
- Continuing employees maintain established connections and trusted relationships with stakeholders both within and outside the university
- Continuing employees can help units to avoid repeating mistakes of the past
We must recognize that career paths are not always on a single track. I began as an instructor in the College of Communications on the Urbana campus of the University of Illinois and rose through the faculty ranks on the Springfield campus to full professor and professor emeritus. However, along the way, I served in various director and executive director positions; acquired and led many grant initiatives; and eventually served as associate vice chancellor of online learning. So, while my status and spheres of responsibility changed, I was still at the table to share experience, insight, and informed perspectives.
In the CUPA-HR study, more than 40% seeking to change positions did not want to stay at the same institution. Perhaps that is due to work climate, advancement/compensation opportunities in general, and/or benefits. These are all factors that need to be addressed by better institutional and departmental leadership. The quality of leadership may overcome many of the deficits, injuries and mis-directions that can befall a unit or university. Patrick Flesner writes in Inc:
Founders seem to believe the no. 1 reason for startup failure was running out of cash. In my experience as a growth capital investor, running out of cash is not a reason for failure, but a consequence of failure. It is the consequence of the founders’ failure to develop strong leadership skills, transition from founder to leader, and build a strong leadership team. If you want to lead your business from initial traction to sustainable high growth, you should start developing your leadership skills now.
Gautam Tambay, CEO and co-founder of Springboard, a rapidly growing workforce development company focused on digital economy skills, writes, “Today, nearly half of American workers have some form of an alternative credential. Among those who don’t, nearly half have considered earning one. So the question now becomes: How do employers take advantage of the growing alternative credentials movement?”
Increasingly, many universities are engaged in developing and offering alternative credentials aimed at those in the workforce seeking to enter a new field or move up the ladder into leadership positions. We, in higher ed, should be first in line to take advantage of these programs to upgrade knowledge, skills and abilities for our own employees. Perhaps with new credentials, our employees will be prepared to take on a new position at a higher salary with new challenges and team members. In short, we may be able to retain the institutional history, culture, and connections of employees while at the same time giving them the changes they are seeking.
Who is cultivating internal development, certification, and credentialing within your institution? Should this be part of your annual personnel evaluation process? Is someone regularly meeting each employee at every level to consider professional development to meet their professional goals?
This article was originally published in Inside Higher Ed’s Transforming Teaching & Learning blog.
Ray Schroeder is Professor Emeritus, Associate Vice Chancellor for Online Learning at the University of Illinois Springfield (UIS) and Senior Fellow at UPCEA. Each year, Ray publishes and presents nationally on emerging topics in online and technology-enhanced learning. Ray’s social media publications daily reach more than 12,000 professionals. He is the inaugural recipient of the A. Frank Mayadas Online Leadership Award, recipient of the University of Illinois Distinguished Service Award, the United States Distance Learning Association Hall of Fame Award, and the American Journal of Distance Education/University of Wisconsin Wedemeyer Excellence in Distance Education Award 2016.
Other UPCEA Updates + Blogs
20 Individuals and 14 Programs Honored Across 5 Regions WASHINGTON, September 22, 2022 – UPCEA, the leader in professional, continuing, and online education, has announced the recipients of the 2022 Regional Awards. Each of UPCEA’s five Regions recognizes both individual and institutional achievement of the UPCEA members within the Region. Award recipients will be honored…Read More
UPCEA is pleased to announce the 2022 cohort of Bethaida “Bea” González Diversity in Leadership Scholars. Representative and diverse leadership is a cornerstone of UPCEA’s Commitment to Diversity and Inclusive Excellence. The goal of the Diversity Scholars program is to equip diverse professionals at any stage of their career with the skills and knowledge needed…Read More
Biden Administration Announces Long-Awaited Student Debt Forgiveness, Signals End of Student Loan Payment Pause | Policy Matters (August 2022)
Major Updates Biden Administration Announces Long-Awaited Student Debt Forgiveness, Signals End of Student Loan Payment Pause After years of anticipation, the Biden Administration rolled out its student debt forgiveness and repayment package. While the $10,000 in forgiveness for any individual making less than $125k per year (or $250k jointly) which was included in the final…Read More
In order to improving the security and functionality of our member login, we would like to inform you about an email verification step you will see soon. Starting on Friday September 9th, when you log in to your user profile on the UPCEA member portal, you will receive an email from: Sender: MemberSuite Support <[email protected]>…Read More
Conference Committee Nixes Short-Term Job Training Pell Grants from Final Compromise Computer Chip Bill | Policy Matters (July 2022)
Major Updates Conference Committee Nixes Short-Term Job Training Pell Grants from Final Compromise Computer Chip Bill After months of internal negotiations between a conference committee working out differences between the House and Senate passed legislation focusing on competitiveness with China, a much narrower compromise bill has come forth. Smaller than the House of Representatives’ original…Read More
One size doesn’t fit all — Differences among Boomer learners, retirees, and the mature adult learner BOSTON, MA and WASHINGTON, DC (July 29, 2022) – Driven by Baby Boomer retirements and the Great Resignation, a new wave of mature learners is looking at options in continuing education – but not necessarily to learn new job skills,…Read More
Whether you need benchmarking studies, or market research for a new program, UPCEA Consulting is the right choice.
We know you. We know the challenges you face and we have the solutions you need. We speak your language and have been serving leaders like you for more than 100 years. UPCEA consultants are current or former continuing and online higher education professionals who are experts in the industry—put our expertise to work for you.
UPCEA is dedicated to advancing quality online learning at the institutional level. UPCEA is uniquely focused on excellence at the highest levels – leadership, administration, strategy – applying a macro lens to the online teaching and learning enterprise. Its engaged members include the stewards of online learning at most of the leading universities in the nation.
We offers a variety of custom research options through a variable pricing model.