With over 20 years of experience in higher education and more than 8 years overseeing university programs and academic operations, I’ve witnessed the unique challenges faced by different university units. I have directly provided leadership and guidance, leading hiring efforts in career development, academic success, the library, registrar, international education, institutional effectiveness, and academic community engagement. Though I am not an expert in each department, this background gives me a broad perspective on the staffing issues that impact higher education today.
Over the last several years, staffing challenges have intensified, with 84% of institutions now reporting difficulty filling essential staff roles, and 79% indicating that vacancies have surged (Brantley & Shomaker, 2021). These widespread vacancies disrupt core functions and heighten pressures on departments already struggling with tight budgets and evolving workforce expectations. Institutions are finding it particularly difficult to recruit for positions in fields like IT, student support, and facilities management, where competition with private sector salaries and benefits is particularly strong (Herget, 2024; Brantley & Shomaker, 2021).
Economic and societal factors further complicate staffing retention, especially for smaller colleges and community colleges with limited resources. According to Querolo, Moran, and Patino (2023), many of these institutions face significant enrollment declines and budget cuts, which restrict their ability to offer competitive salaries or invest in retention strategies. Public institutions and rural colleges encounter added challenges, such as compensation limits and residency requirements, which restrict their applicant pools (Herget, 2024). The financial strain on these institutions not only affects their ability to recruit and retain talent but also compromises the quality of student services and academic support, as remaining staff struggle to meet increased demands with fewer resources.
The COVID-19 pandemic has also reshaped workforce expectations, accelerating a shift toward remote and hybrid work models. While the private sector has widely adopted flexible work options, higher education has been slower to adapt, leading many staff to seek roles in other industries that prioritize work-life balance. Surveys indicate that 74% of higher ed employees now prefer hybrid work arrangements, and institutions lagging in flexibility have seen elevated turnover rates (Deloitte, 2023; Herget, 2024). As a result, colleges and universities are increasingly under pressure to modernize their work policies to retain employees who are reevaluating their career expectations and priorities.
In addition to these external pressures, the faculty-staff divide within institutions remains a significant yet often overlooked factor in staff retention. Professional staff members—many of whom hold advanced degrees in fields such as instructional design, student affairs, and higher education leadership—often feel undervalued and excluded from decision-making processes, despite their critical contributions to institutional success. Unlike faculty, who benefit from tenure protections and greater autonomy, staff generally lack the same job security and recognition. This divide, as Dean Dad (2011) describes, fosters a sense of inequity and limits collaborative innovation, ultimately affecting morale and job satisfaction.
This article explores these multi-layered staffing challenges, examining the factors that drive staff turnover and burnout, as well as strategies for creating a more resilient and supportive workplace culture. By identifying both immediate solutions and long-term approaches, this article aims to provide a roadmap for institutions seeking to improve retention, bridge cultural divides, and adapt to evolving employee expectations within higher education.
The Current Landscape of Staff Turnover in Higher Education
The turnover crisis in higher education is impacted by a complex interplay of economic pressures, demographic shifts, and evolving workforce expectations. According to a survey by the Chronicle of Higher Education, 84% of institutions report challenges in filling staff and administrative roles, and 79% indicate that vacancies have increased substantially over recent years (Anft, 2021). Certain fields, such as IT, facilities, and student support, are experiencing acute shortages due to competition with private sector salaries and benefits (Herget, 2024; Hoover, 2022). A survey conducted in November 2021 revealed that nearly half of all institutions had vacancies in critical roles that remained unfilled for over six months, underscoring the severity of this issue (Brantley & Shomaker, 2021).
The economic pressures facing higher education contribute significantly to this turnover crisis. Rising inflation and stagnant salaries in higher education have created financial strain, particularly as the cost of living outpaces the salary adjustments many institutions can afford. As McClure (2024) highlights, many employees in education-support roles—those in administrative, custodial, or skilled trades—earn less than a living wage, adding further strain to already underpaid positions. This issue is compounded by outdated compensation practices, with many institutions neglecting to update salary ranges or adjust job classifications, leaving pay structures misaligned with employees’ roles and responsibilities. In departments like IT, EDUCAUSE (2024) notes that only 36% of teams feel they have sufficient resources to expand or retain positions, highlighting how budget constraints limit universities’ ability to compete with the private sector for talent.
Additionally, the COVID-19 pandemic permanently altered workforce expectations, creating demand for flexibility, hybrid work arrangements, and mental health support. While the private sector has widely adopted these practices, higher education has been slower to adapt. According to Clark (2023), employees now prioritize roles offering work-life balance, which has become a critical factor in turnover. As a result, institutions unable to meet these expectations are witnessing an exodus of staff seeking greater flexibility in other industries (Herget, 2024).
Sector-specific turnover rates further illustrate the challenges faced by higher education. Critical roles in student support, financial aid, and IT are particularly hard-hit due to high demands, stagnant salaries, and limited budgets. These roles, though often viewed as supportive rather than central, are essential to student retention and satisfaction, yet are frequently under-resourced (Anft, 2021). As McClure (2024) discusses, institutions sometimes use flexible job titles as stop-gap measures in place of compensation adjustments, but these practices only add frustration for employees, who may be asked to fulfill multiple roles with no pay increase. This leads to increased workloads and burnout, which in turn contribute to higher turnover rates among staff in these departments, amplifying pressures on those who remain.
Geographical and institutional variations also complicate the staffing landscape. Public institutions and those in rural areas face particular challenges due to compensation limits and residency requirements that restrict applicant pools (Herget, 2024). In addition, rural institutions often lack a local talent pool and may struggle to attract out-of-state candidates, particularly younger professionals seeking vibrant urban locations. Combined with an aging workforce, with approximately 30% of higher ed employees over 55 years old, these factors signal an impending wave of retirements that will further strain resources (Kim, J. 2023; Brantley & Shomaker, 2021).
Specific challenges also impact departments like the registrar’s office, where vacancies and turnover have intensified. The November 2021 60-Second Survey Report from AACRAO highlights that 53% of registrar’s offices reported at least one vacancy, with 70% finding it “difficult” or “very difficult” to fill those positions (AACRAO, 2021). These statistics illustrate the unique pressures facing specialized roles in higher education, where departments essential to core operations struggle to attract qualified candidates amid tight budgets and increased workload demands.
Financial constraints across institutions, especially smaller colleges and community colleges, exacerbate these staffing issues. Enrollment declines have led to budget freezes and cuts that prevent institutions from offering competitive salaries or investing in retention strategies. Small colleges, for instance, are under increasing pressure to reduce costs, making it difficult to prioritize hiring and retention (Querolo, Moran, & Patino, 2023). This shortage has tangible effects on student experience: understaffed financial aid offices and student support departments struggle to keep up with demand, leading to delays in service and diminished student satisfaction, which ultimately affects retention (Hoover, 2022; AACRAO, 2021). These delays not only create obstacles for students but also impact their ability to maintain financial stability, thereby contributing to decreased enrollment and retention rates.
The Faculty-Staff Divide
One factor exacerbating the turnover crisis is the divide between faculty and professional staff, which influences morale and retention. From my experience, this divide often manifests in the perception of different roles and contributions. Professional staff—who frequently hold advanced degrees in fields such as instructional design, student affairs, and higher education leadership—are often excluded from decision-making processes. Although they play critical roles in shaping student experiences and supporting institutional goals, they are not consistently viewed as peers by faculty (Dean Dad, 2011). This can lead to feelings of undervaluation and lack of recognition, especially as professional staff tend to receive lower compensation and limited opportunities for career advancement. McClure (2024) notes that salary compression and outdated compensation structures compound frustrations among staff who observe significant pay disparities with faculty counterparts, reinforcing a sense of inequity in the workplace.
Cultural and structural differences reinforce this divide. Faculty enjoy greater autonomy and are viewed as central to the academic mission, often receiving higher pay and recognition. In contrast, professional staff face more rigid job structures, limited opportunities for career progression, and few merit-based raise opportunities (Brantley & Shomaker, 2021; McClure, 2024). This inequity can create friction, as faculty may view staff as support personnel rather than collaborative partners, thereby limiting the potential for cross-functional innovation and mutual support (Dean Dad, 2011). For example, professional staff in registrar’s offices and student support services often manage increasing responsibilities, such as data stewardship and student engagement initiatives, yet receive little to no additional compensation or acknowledgment for this “invisible labor” (Parks, 2023). This added burden contributes to burnout, which compounds retention issues as staff feel undervalued for their significant contributions.
Moreover, exclusion from shared governance and decision-making further deepens the faculty-staff divide. Professional staff are typically not included in institutional policy discussions, even though their insights could provide valuable perspectives on implementing programs that directly impact students. As McKenna (2022) and Ryder et al. (2023) observe, the lack of inclusion for staff in governance structures not only affects their morale but also limits institutional efficacy by creating policies without input from those who will implement them. This exclusion can lead to a disconnect between policy goals and practical outcomes, ultimately affecting the success of student-centered initiatives.
The divide also impacts institutional culture, weakening collaborative efforts that are essential to student success. When staff feel excluded or undervalued, it diminishes overall campus cohesion, leading to a fragmented workplace culture where collaboration across departments is hindered. According to Clark (2023) and Anft (2021), this lack of cohesion can reduce cross-functional innovation, which is vital for student retention and long-term institutional resilience. Addressing the divide by fostering inclusivity and recognition for staff contributions could create a stronger sense of unity, enhancing the collective mission of supporting students.
Finally, the presence of tenure protections for faculty further highlights this divide, as tenured professors enjoy significant job security unavailable to most professional staff. Staff members, in contrast, are often vulnerable to layoffs during budget cuts, restructuring, or other financial crises. This lack of job security among staff fosters a heightened sense of instability and can lead to high turnover rates, as staff members seek more stable roles in other industries (Herget, 2024). Acknowledging and addressing these disparities is essential for improving workplace culture, enhancing retention, and promoting a sense of unity across campus roles.
Challenges Contributing to High Staff Turnover
Several key challenges drive high staff turnover across higher education institutions, with non-competitive compensation as a primary factor. Higher education institutions, especially smaller public colleges, cannot compete with the private sector on salary and benefits, leading many employees to seek better-paying jobs elsewhere. CUPA-HR data reveal that 57% of higher education employees have considered leaving for higher-paying opportunities (Brantley & Shomaker, 2021). Furthermore, data from an AACRAO 60-second survey show that 64% of institutions cite salary limitations as a primary barrier to retention (AACRAO, 2021). This trend highlights the increasing difficulty colleges face in retaining staff within constrained budgets.
In addition to compensation, a lack of workplace flexibility is significantly influencing turnover. The private sector has widely embraced remote and hybrid work models, whereas higher education has been slower to adapt. The COVID-19 pandemic accelerated the demand for flexibility, with surveys indicating that 74% of higher ed employees now prefer hybrid work arrangements (Brantley & Shomaker, 2021). Institutions like Carnegie Mellon University have implemented hybrid models to retain talent; however, many critical roles in student services and support require an in-person presence, which continues to be a limiting factor in retaining staff (Deloitte, 2023). HigherEdJobs surveys indicate that many staff leave academia in search of better work-life balance and flexible scheduling options available in other sectors (Herget, 2024).
A significant challenge in attracting and retaining talent within academia is the appeal of private-sector roles, which often offer not only competitive compensation but also greater flexibility, career advancement, and work-life balance. According to Deloitte (2023) and McClure (2024), many higher education employees are increasingly drawn to industries that meet these evolving workplace expectations. This trend has led to a rise in staff leaving academia for non-academic roles, especially in fields like IT, student services, and administrative support, where private-sector positions frequently offer more attractive work conditions.
Additionally, as experienced professionals exit higher education, finding qualified applicants for critical positions becomes increasingly difficult, particularly in departments like the registrar’s office. From my perspective, the limited pipeline of new professionals entering higher education poses a serious recruitment challenge. Registrar roles, for example, now require specialized skills in data management, compliance, and digital credentialing that extend beyond traditional responsibilities (Pittinsky, 2019; Parks, 2023). However, many institutions lack targeted recruitment strategies to attract individuals from other industries who possess these transferrable skills. Hiring externally could bring in much-needed talent, yet it remains an underutilized approach in higher education recruitment (Brantley & Shomaker, 2021).
The skills gap in specialized roles has only widened as fewer professionals enter academia with the specific qualifications needed. Critical positions in the registrar’s office and student support services are increasingly hard to fill, with 70% of registrar offices reporting hiring difficulties due to the expanding technical and regulatory demands (AACRAO, 2021). Moreover, the same AACRAO 60-Second Survey Report reveals that since 2020, the registrar’s office has experienced a 26% reduction in staff size, intensifying workloads and increasing burnout among remaining staff members (AACRAO, 2021). This data underscores the strain created by staffing cuts and limited hiring, as remaining employees face heightened responsibilities in a high-stakes environment. Parks (2023) suggests that institutions could benefit from recruiting candidates from fields with robust data, compliance, and technology backgrounds, though this requires adopting new recruitment and onboarding strategies. Bridge programs to train external hires on academic policies and systems could facilitate their transition, enhancing retention and leveraging their skill sets in ways that benefit the institution (McKenna, 2022).
Institutions facing high turnover must also address the impact of role demands and limited growth opportunities on retention. Staff in specialized positions, such as those in registrar and student support roles, frequently manage increasing responsibilities without corresponding increases in support or compensation. This lack of advancement and recognition contributes to burnout and turnover (Brantley & Shomaker, 2021). The frequent departures in these critical roles disrupt essential functions, diminishing both the quality of student services and operational stability (AACRAO, 2021). Without targeted efforts to improve compensation, expand recruitment efforts, and provide clear career paths, the turnover crisis in higher education is likely to persist.
Certain specialized roles, such as those in the registrar’s office, face unique turnover pressures due to an increase in responsibilities. Today’s registrars manage complex tasks involving data privacy, digital credentialing, and student pathways (Pittinsky, 2019; Parks, 2023). Overall, a survey conducted by AACRAO found that 70% of registrar offices report difficulty filling these positions due to the expanding technical and regulatory demands, which make these roles particularly challenging (AACRAO, 2021). This trend reflects a broader issue in higher education, where roles are becoming more demanding without corresponding increases in support or compensation.
Unit-Specific Challenges in Higher Education
While staffing shortages affect all of higher education, certain units face unique pressures that compound turnover.
- Registrar’s Office: The registrar’s role has evolved dramatically, now encompassing data security, digital credentialing, and managing complex pathways for student progression and graduation. The registrar is also responsible for compliance with student data privacy regulations, such as FERPA. Today’s registrars manage complex tasks involving data privacy, digital credentialing, and student pathways, reflecting an increase in responsibilities that adds to the difficulty in recruiting and retaining qualified staff (Pittinsky, 2019; Parks, 2023).
According to AACRAO’s November 2021 60-Second Survey Report, registrar’s offices have faced a significant decrease in staff size since 2020, with a reported 26% reduction, which has intensified workloads for remaining staff and increased burnout (AACRAO, 2021). This reduction in staffing places additional burdens on current employees, who are required to manage essential functions with limited resources. Furthermore, 70% of registrar offices report difficulty filling these specialized roles, as expanding technical and regulatory demands necessitate highly specialized skills in compliance, data management, and digital credentialing (AACRAO, 2021). This heightened demand underscores the challenges of recruiting candidates with the right expertise, as registrar roles now require a complex blend of legal, technical, and academic knowledge.
This trend mirrors a broader issue in higher education, where roles are becoming more demanding without corresponding increases in support or compensation, creating unique turnover pressures within registrar offices. High turnover in these positions disrupts the consistency of student services and adds strain to remaining staff members who must balance increasing responsibilities. To address these challenges, institutions may need to consider recruiting individuals from outside higher education with transferrable skills in compliance, data management, and digital credentialing, as well as investing in professional development to help current staff adapt to evolving demands
- IT Departments: IT teams face continuous staffing challenges as the demand for digital services grows, especially following the shift to online and hybrid learning. The EDUCAUSE survey found that only 36% of IT departments feel they have the resources to create new positions, and many lack the budget to compete with the private sector for highly sought-after IT talent (EDUCAUSE, 2024). Smaller institutions particularly struggle in this area, impacting digital infrastructure and overall institutional performance. Additionally, private-sector competition with higher salaries and more flexible work environments further strains IT departments’ ability to retain skilled professionals (McClure, 2024).
- Student Financial Services: Financial aid offices are frequently understaffed, leading to delays in aid processing and impacting student retention. According to Hoover (2022), critical understaffing in these offices harms student satisfaction, as students face long wait times and delayed financial aid decisions. This is especially problematic for lower-income students who rely on timely financial support to continue their studies. Expanding self-service options could alleviate some workload, but implementing digital solutions requires both investment and IT support, adding to the strain on under-resourced institutions (Deloitte, 2023).
- Student Success and Support Services: The demand for one-on-one support in advising and counseling has risen significantly, particularly as mental health concerns increase among college students. However, high caseloads and limited staffing in student success units lead to burnout, especially at community colleges, where these services are vital for supporting at-risk student populations (Basko, 2023). High turnover in these roles disrupts continuity of care, impacting student satisfaction and retention. Solutions such as peer-support programs, hiring additional support staff, and providing resilience training for counselors could reduce burnout and improve retention.
- Library Services: University libraries have expanded their roles, providing academic resources, digital literacy programs, and collaborative spaces. Many librarians now offer workshops, manage digital resources, and assist with academic research, but staff shortages limit these services, exacerbated by budget cuts (Deloitte, 2023). Budget constraints have forced libraries to reduce service hours or limit programming, affecting their ability to support students effectively. Leveraging partnerships with academic departments and hiring graduate students as part-time support staff could help ease these pressures.
- Institutional Research and Institutional Effectiveness: Institutional Research (IR) and Institutional Effectiveness (IE) play crucial roles in guiding data-driven decisions, supporting accreditation, and shaping strategic goals in higher education. These departments gather, analyze, and interpret data on institutional performance, helping to inform decisions on everything from resource allocation to academic programming (HelioCampus, 2024). However, significant challenges arise in implementing these practices effectively. According to Douglass and Chirikov (2020), many universities underutilize their data or face structural issues, such as siloed information across departments, which limits the ability to create comprehensive, institution-wide insights. This fragmentation hinders data accessibility, making it difficult to use analytics effectively across the institution.
In recent years, IR and IE teams have increasingly taken on roles in quality assurance, compliance, and accreditation. They are vital in ensuring that institutions meet regulatory standards and maintain data integrity, which supports internal reviews and accreditation efforts (Morgan, 2024). These units also enhance decision-making by identifying student success trends, financial performance, and strategic opportunities. For instance, predictive analytics has emerged as a powerful tool for anticipating enrollment patterns and guiding long-term planning, allowing institutions to adapt proactively to shifting student demographics and financial challenges (Douglass & Chirikov, 2020).
Despite their critical contributions, IR and IE departments face resource limitations and an ongoing need for staff skilled in advanced data analytics. Many universities struggle with budget constraints, which restrict their ability to invest in necessary tools and training. Moreover, complex data privacy regulations add further challenges, as IR teams must balance analytical needs with compliance requirements like FERPA in the U.S. and GDPR in Europe (Morgan, 2024). To maximize effectiveness, institutions could explore collaborative data-sharing models and cross-departmental integration efforts to strengthen IR and IE capabilities, enhance their ability to support strategic goals, and ultimately foster a data-informed campus culture (HelioCampus, 2024).
Cross-Unit Impacts of Staffing Shortages
Staffing shortages in units such as admissions, student financial services, and student life have far-reaching effects on other departments, particularly student support services and the registrar’s office. From my experience, this cross-departmental strain becomes acute when leadership lacks a holistic understanding of how each unit’s responsibilities are interconnected. When responsibilities shift from one division to another without stakeholder input, it can place undue stress on other units, deteriorating trust and workplace culture. For example, an understaffed financial aid office may delay aid distribution, placing added stress on student support staff who manage inquiries from frustrated students (Ryder et al., 2023). Additionally, delays in financial aid processing can disrupt enrollment timelines and cause a ripple effect, impacting academic departments, course scheduling, and ultimately, student retention (Hoover, 2022). Without adequate staffing across interconnected units, institutions risk creating bottlenecks that harm student satisfaction and retention.
The Role of Interdependencies Between Units
The impact of these shortages is compounded by the close interdependencies between departments. Registrar staff, for instance, rely on timely input from admissions and financial aid offices to process enrollments, verify student records, and ensure compliance with regulatory standards. When these feeder units are understaffed, it creates delays and additional workload for registrar staff, who must often reconcile incomplete or late data submissions (Parks, 2023). According to Douglass and Chirikov (2020), without a coordinated approach to staffing across departments, critical tasks like compliance reporting and accreditation processes are at risk, potentially jeopardizing the institution’s operational efficiency and compliance efforts.
Strain on Student Life and Support Services
The strain between Student Life and Student Support Services also demonstrates how staffing shortages can impact student satisfaction and institutional cohesion. Both units are tasked with enhancing student well-being and success, yet shortages in one area often place additional burdens on the other. For instance, when limited staffing in student life reduces mental health and wellness programming, students often turn to support services like counseling, accessibility, and academic support for assistance. This additional workload can overwhelm support services, particularly in high-demand areas like accessibility services, where specialists already manage large caseloads (Basko, 2023). When students face long wait times or reduced support, it negatively impacts their academic performance and campus experience, increasing the risk of attrition.
Prioritization Imbalances and Their Effects on Institutional Culture
Prioritizing certain departments, such as IT and academic affairs, over critical support areas like the registrar’s office, student life, and student services can weaken workplace culture and degrade service quality. McKenna (2022) and Brantley & Shomaker (2021) highlight that an imbalance in departmental investment not only affects morale but also fragments the institution’s mission. Under-resourced areas, especially in student support and financial aid, directly affect student experience, leading to lower satisfaction and retention. Ensuring balanced investment across departments is crucial for maintaining a cohesive and effective institutional structure that supports both student success and staff well-being.
Consequences for Institutional Research and Strategic Planning
Institutional Research (IR) and Institutional Effectiveness (IE) teams rely on timely, accurate data from admissions, financial services, and student life units to support strategic planning. Staffing shortages in these departments can lead to incomplete or delayed data submissions, forcing IR teams to spend additional time cleaning or reformatting data (Morgan, 2024). This impedes IR’s capacity to provide actionable insights, making it more challenging for institutions to make proactive, data-informed decisions that adapt to evolving student needs.
Accreditation, Compliance, and Technology Integration Risks
Shortages in departments like financial aid and registrar offices pose significant risks for compliance and accreditation. These units contribute critical data for accreditation standards, and understaffing can lead to errors or delays that compromise institutional reputation and funding (HelioCampus, 2024; AACRAO, 2021). From my experience, a loss of staff in Institutional Research (IR) can force other units—such as Institutional Effectiveness, IT, the Registrar, and Academic Affairs—to absorb IR responsibilities. This redistribution places a significant burden on these units, as their staff must quickly and extensively learn key IR functions to ensure timely reporting, including IPEDS submissions, meeting internal timelines for program reviews, administering course evaluations, and providing various internal data and reports to other offices. Such pressures can disrupt regular operations within these departments and intensify burnout, as existing staff are stretched thin to meet compliance requirements.
Additionally, IT shortages delay the implementation of digital tools and self-service portals essential for enhancing the student experience and improving departmental efficiency (EDUCAUSE, 2024). Outdated technology, exacerbated by IT understaffing, causes delays in accessing crucial services, affecting student satisfaction and retention.
Strategies for Building Resilience in Cross-Departmental Staffing
To address these complex challenges, institutions could benefit from cross-training staff to support high-need areas during peak times. For instance, registrar staff trained in admissions could assist during enrollment periods, while admissions personnel could support financial aid inquiries as needed. Clark (2023) notes that flexible, cross-departmental staffing models create a resilient workforce capable of managing fluctuating demands, thus reducing the overall impact of staffing shortages. This approach not only mitigates staffing gaps but also fosters a more collaborative workplace culture, strengthening morale and reducing turnover across departments.
Strategies for Reducing Burnout and Enhancing Retention
Addressing these complex challenges requires a multifaceted approach to alleviate burnout and improve retention. Below are several actionable strategies backed by research and data from multiple sources.
- Flexible Work Arrangements
Providing flexible work options has become essential to staff retention in higher education. Data from CUPA-HR indicate that 74% of higher ed employees prefer hybrid models, suggesting that institutions offering flexibility can improve retention rates (Brantley & Shomaker, 2021). Flexible arrangements are especially valuable in IT departments, where remote work aligns with industry standards and helps retain specialized talent (EDUCAUSE, 2024). Additionally, flexible scheduling can benefit high-demand units such as financial aid and student support, where peak times often lead to high stress. Staggered shifts or compressed work weeks can provide relief during these periods and improve work-life balance.
The AACRAO report further highlights the growing role of remote work in specific departments, with 63% of registrar offices now allowing remote work at least one day a week—a notable increase since the onset of the COVID-19 pandemic (AACRAO, 2021). This shift toward flexible work arrangements reflects broader workforce expectations and supports retention in roles that have historically been limited to on-site work. For registrar offices, remote work options are particularly valuable as they help to reduce burnout by giving employees a break from the physical office environment while allowing them to complete essential tasks from home.
Implementing flexible work arrangements not only meets the evolving expectations of employees but also serves as a strategic advantage in retaining qualified staff in competitive fields. In high-demand areas, such as IT and registrar offices, where the complexity of tasks and regulatory demands have increased, flexibility offers a practical approach to balance workloads and support employee well-being. Institutions that adapt to these expectations may see lower turnover and improved staff morale, ultimately fostering a more resilient and engaged workforce across departments. - Internal Talent Development Programs
Internal development programs are critical for departments that face recruiting challenges. Registrar offices, for example, benefit from “grow-your-own” programs that train existing staff in the specialized skills needed for these roles (Pittinsky, 2019). These programs could include mentorship, job shadowing, and structured training sessions that allow junior employees to gain expertise from seasoned professionals. Additionally, expanding these programs to departments like Institutional Research and IT could help address skill gaps by building a workforce with the precise skills needed, reducing reliance on external hires.
Programs tailored to recent graduates, particularly in areas like student life and enrollment, can also be highly effective. Institutions should recognize that these positions offer recent alumni valuable experience, serving as a stepping stone to further career growth, whether at the institution or elsewhere. By supporting these alumni in their professional journeys, institutions can build a reputation as an employer that prioritizes long-term professional growth, even beyond the institution. The Chronicle (Anft, 2021) notes that investing in internal growth fosters a sense of loyalty and institutional knowledge that is difficult to replicate with new hires. - Culture of Care and Support
Building a supportive campus culture that emphasizes transparent communication, trauma-informed leadership, and employee engagement is crucial for reducing turnover. Trauma-informed leadership recognizes the emotional and psychological impacts of trauma and stress on staff, helping leaders foster a culture of empathy, emotional safety, and responsiveness (Lynch, 2022). Trauma-informed practices encourage leaders to approach interactions with empathy and understanding, which can help reduce burnout by creating a supportive environment that acknowledges personal and professional challenges. These practices help institutions model a culture of respect and care, setting a positive tone that influences the broader workplace climate.
Trauma-informed leaders also prioritize clear communication and openness in handling change, supporting teams with empathy while promoting psychological safety (Pillar, 2024). Initiatives such as regular check-ins, wellness resources, and promoting work-life balance through support systems can further enhance a culture of care. Building cross-departmental collaboration between student support services and student life fosters mutual support across departments, while campus-wide appreciation events, “employee well-being days,” and access to mental health resources contribute to a cohesive and supportive institutional environment. - Professional Development and Succession Planning
Investing in professional development and succession planning is essential as institutions prepare for an upcoming wave of retirements. The EDUCAUSE survey highlights that career advancement is a powerful retention tool, especially for roles like IT that require ongoing skill development (EDUCAUSE, 2024). Professional development programs should integrate agile and resilient strategies to prepare for turnover, acknowledging that factors like compensation and work flexibility may continue to drive retention challenges. An agile approach helps institutions anticipate transitions and build resilience, minimizing disruptions while still demonstrating a commitment to retaining talent. This proactive planning should not be seen as “giving up” on staff but rather as a strategy to manage inevitable transitions smoothly, reducing the strain on remaining staff.
Long-term resilience also involves engaging staff in cross-departmental projects, which can improve job satisfaction by strengthening their sense of purpose and connection to the institution’s mission (McKenna, 2022). Offering opportunities for staff to participate in collaborative initiatives and work with colleagues across units fosters a more unified, mission-driven environment. Furthermore, creating clear pathways for employees to advance within the institution provides long-term stability and helps retain valuable institutional knowledge. Succession planning that emphasizes career pathways can empower staff, aligning their professional growth with institutional goals and enhancing their commitment to the organization over time (Douglass & Chirikov, 2020). - Leveraging Non-Salary Benefits
For institutions unable to compete on salary, leveraging benefits such as health insurance, retirement plans, and mental health resources can enhance retention. A CUPA-HR survey revealed that 75% of employees are satisfied with these benefits, which can be emphasized as part of a competitive retention package (Brantley & Shomaker, 2021). Expanding wellness resources, including mental health services, childcare support, and fitness programs, can improve work-life balance and reduce burnout. HelioCampus (2024) suggests that benefits aligned with employee needs, such as tuition discounts for employees or their families, can foster long-term commitment, especially in education-focused institutions where the mission aligns with employees’ personal values. - Enhanced Cross-Training and Collaborative Staffing Models
Cross-training employees to assist in high-need areas during peak times or in response to staffing shortages can reduce burnout and support staff resilience. For instance, cross-training registrar staff in admissions functions could allow for more adaptable staffing during enrollment periods, while admissions staff trained in financial aid basics could help manage high volumes of inquiries. Institutions should develop agile and resilient cross-training programs that recognize the potential for turnover while aiming to reduce disruptions. According to Clark (2023), institutions implementing flexible, collaborative staffing models create a versatile workforce that can adapt to shifting needs. This approach not only mitigates gaps caused by turnover but also fosters a culture of collaboration and mutual support across departments, strengthening morale and reducing turnover. - Recognition and Rewards Programs
Recognizing and rewarding staff contributions can be an effective way to improve morale and retention. Developing programs that celebrate accomplishments, such as “Employee of the Month” or “Service Awards” for milestone years, shows appreciation for dedicated service. Personalizing rewards based on individual or department contributions, such as additional time off or professional development stipends, demonstrates a commitment to valuing staff. According to Herget (2024), institutions that prioritize recognition create a positive workplace culture that promotes long-term loyalty and job satisfaction.
Final Thoughts
The challenges of staff turnover and burnout in higher education are complex and multifaceted, requiring both immediate actions and long-term strategies. High turnover rates and the strain on staff impact not only operational efficiency but also the quality of support available to students. These challenges call for a broad, inclusive approach that addresses the root causes of burnout, such as workload imbalances, limited professional development, and lack of flexibility in work arrangements.
Budget constraints driven by factors like reduced enrollment and economic pressures present a difficult reality for institutions, which often face downsized staff and increased workloads as a result. Rising compliance demands and structural changes further compound these pressures, making it challenging to provide adequate support without substantial financial investment. Yet, institutions that recognize the real challenges staff face and actively work to mitigate them, even within tight budgets, will be better positioned to retain talent and foster a resilient workforce. Failing to address these forces will likely lead to greater instability, as staff shortages and burnout continue to strain resources in an already challenging environment.
By adopting strategies that prioritize flexibility, institutions can accommodate the diverse needs of staff, especially in high-demand units such as IT and student support, where hybrid work models and staggered schedules can alleviate stress (Brantley & Shomaker, 2021; EDUCAUSE, 2024). Trauma-informed leadership principles, which emphasize empathy, psychological safety, and responsive communication, play a critical role in creating a supportive and inclusive environment that acknowledges the personal and professional challenges staff may face (Lynch, 2022). This approach helps to cultivate a campus culture that values and respects the contributions of all employees, fostering greater trust and job satisfaction across departments.
Investing in professional development, internal talent pipelines, and succession planning can strengthen institutional resilience by equipping staff with the skills they need to advance and by preparing for inevitable transitions. Programs that focus on “grow-your-own” models, mentorship, and structured cross-training help address skill gaps and reduce reliance on external hires, while also reinforcing a sense of belonging and long-term loyalty among staff (Pittinsky, 2019; Anft, 2021). Furthermore, recognizing the need for agile and resilient succession planning prepares institutions to handle turnover while minimizing disruption and ensuring continuity in critical roles (Douglass & Chirikov, 2020).
Cross-departmental collaboration is another essential component in addressing the effects of staffing shortages. When departments work together on shared initiatives, it enhances job satisfaction by fostering a sense of purpose and alignment with the institution’s mission (McKenna, 2022). Collaborative efforts between departments like Student Life and Student Support Services, as well as between Institutional Research and IT, strengthen operational efficiency and reduce the siloed structures that often lead to bottlenecks.
Lastly, leveraging non-salary benefits such as mental health resources, tuition support, and flexible scheduling can provide added value, especially in institutions that cannot compete with private-sector salaries. These benefits address the holistic needs of employees, supporting their work-life balance and personal growth, which in turn can reduce burnout and improve retention (Brantley & Shomaker, 2021; HelioCampus, 2024).
Through these combined strategies—flexibility, trauma-informed practices, professional growth, and collaborative culture—colleges and universities can build a resilient workforce prepared for future challenges. A sustained focus on retention will not only enhance operational stability and student experience but also help institutions fulfill their mission of fostering academic and personal growth. By proactively supporting staff well-being and engagement, higher education institutions can create an environment where both employees and students thrive, even as they navigate financial and operational constraints that may persist for years to come.
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