The Pulse of Higher Ed

By Bruce Etter

If you’ve ever set out on a hike without a map and compass, you know the feeling: creeping uncertainty about whether you’re still on the trail, how far you’ve come, and how far you have to go. In 2017, when I was walking from Mexico to Canada, the snow level in the Sierra Mountains was particularly high. For days at a time, I would wander with my fellow hikers, not knowing if we were indeed following the trail in the vastness of the snow. In those times of uncertainty, it was my compass that provided the reassurance that I was on the right path. In the world of online and professional continuing education, navigating compensation can have that same feeling of uncertainty.

The work itself is demanding—supporting adult learners, launching innovative programs, driving enrollment. But when it comes to understanding how that work is valued, too many of us are left to rely on anecdotes, word of mouth, or outdated benchmarks. The 2024 UPCEA salary survey changes that. It provides a clear, up-to-date map of compensation across our sector—by role, by experience, by institution type, and many other factors. For early-career professionals and seasoned leaders alike, it’s a compass you can use to orient yourself, chart your progress, and advocate for fair compensation.

This year’s report draws on data from more than 1,000 professionals and shows that salaries are trending upward overall. The median salary across all respondents was just over $85,000, up nearly $8,000 from 2021 data. Regardless of position, experience in the higher education field remains a clear advantage. While those who have been in the field longer are naturally going to be more likely to hold leadership roles, those with ten years or more experience reported average salaries exceeding $111,000, compared to just under $72,000 among professionals with 3–5 years of experience. This difference is more pronounced in some positions compared to others. Directors that have been in the field for 1-2 years had an average salary of $95,283, roughly $11,000 less than those that have been in the field for 6-9 years ($106,408). However, additional years alone do not always result in higher pay. Among Directors there is no tangible increase between those that have been in the field for 6-9 years and those that have been in the field for 10 years or more (in fact, there was a modest decrease of $175).

Another critical insight is the connection between management and pay. The regression analysis found that for every additional FTE you supervise, your predicted salary increases by $1,329—a tangible reflection of how leadership responsibility translates into compensation.

While these trends are encouraging in many respects, the report also highlights important areas of tension. Fewer than half of respondents said they believe they are fairly compensated for their role, despite rising averages. And about one in three agreed that leadership expects them to routinely exceed a 40-hour workweek—a trend that has likely been exacerbated since the data was collected in the fall of 2024. These perceptions matter because they can impact morale, retention, and the willingness to take on new challenges.

If you lead a team, this report is an essential tool for understanding how your compensation practices compare to sector norms. Are your positions competitive enough to attract top talent? Are you equitably rewarding the contributions of instructional designers, coordinators, and advisors—whose work often drives both innovation and student success? The data in this survey can help you spot gaps and make informed, proactive adjustments.

If you’re an individual contributor, this is your chance to replace guesswork with evidence. When you prepare for a performance review or salary negotiation, you deserve to know how your pay aligns with that of peers in similar roles and institutions. The survey gives you credible benchmarks you can use to advocate for yourself with confidence.

And for institutions, these findings should serve as a reminder that compensation is more than a line item—it’s a statement of priorities and values. In a competitive market for skilled professionals, especially those who can build and sustain online and professional programs, fair pay is both an ethical commitment and a strategic imperative.

This is exactly the kind of insight UPCEA members have at their fingertips. It’s not just a report—it’s a resource to help you and your teams feel grounded, informed, and equipped to lead. Like a good compass, it won’t walk the trail for you—but it will help ensure you don’t lose your way. Whether you’re rethinking salary bands, designing new positions, or preparing to advocate for yourself, let this data be your guide. In a field that prizes innovation and learner success, the first step is making sure the people doing the work feel recognized and valued.

The full 2024 Salary Survey Results report is in CORe, your UPCEA Member resources library. Download it now. 

Bruce Etter serves as the Senior Director of Research and Consulting at UPCEA, where he leads the development and management of research initiatives for UPCEA’s Research and Consulting division and its clients.