By Tara Kent, Ph.D. Registrar, Wagner College
When I first moved to New York, I discovered Crumbs Bakery during the cupcake craze. If you’re familiar with it (and its interesting ride of ups and downs), you know their cupcakes were massive, moist, and absolutely delicious. Sinking my teeth into their red velvet cupcake was pure bliss. In fact, I’m almost embarrassed to admit that whenever there was talk of a snowstorm, I wouldn’t battle the grocery store crowds for eggs, milk, or bread. Instead, I’d make my way to the Crumbs Bakery on Montague Street in Brooklyn Heights and grab half a dozen red velvet cupcakes.
As I share this, I can only hope my doctor is busy reading research on cancer or diabetes and not the AACRAO Connect newsletter. I relished every bite of those cupcakes, savoring them slowly. But nothing could prepare me for the devastation of reaching for the final bite, only to realize … I’d already eaten it.
You might be wondering what this has to do with higher education, so let me explain. Just as I demonstrated loyalty to Crumbs Bakery—prioritizing their cupcakes over essentials like eggs, milk, and bread ahead of a snowstorm so I could savor every bite—we must recognize and appreciate the value of our employees before it’s too late to benefit from their contributions fully.
Why Employees Leave
According to a recent Harvard Business Review (HBR) survey of over 1,000 employees in the United States, 46.4% said they felt only somewhat valued, while 10.7% reported not feeling valued at all. Similarly, Gallup found that 52% of employees globally and 49% regionally are considering leaving their current job. In higher education, the numbers are equally concerning, with 40% of faculty and staff actively or passively searching for new opportunities.
So, why are employees leaving? There’s no single answer—people choose to leave for various reasons. One major factor is a lack of engagement, often tied to employees not enjoying their work or their experiences within their institution. I vividly recall discussing workplace trauma during my time in the ASCEND Cohort #4. While the term was new to me, it resonated deeply. I could pinpoint times in my career when toxic work environments left their mark, and I’ll admit, there were jobs I left for precisely that reason.
Other departures are tied to broken promises—employees may leave because they were promised something that never materialized. Sometimes, the decision is more strategic, like when someone perceives the organization’s financial stability as shaky or feels their career growth has hit a wall. Then, some people are motivated to depart because of relationships—they part ways because they want distance from colleagues or find a better opportunity elsewhere.
Some reasons are more situational: people may feel external pressure to leave, or the decision could be deeply personal—like feeling undervalued. Ultimately, employees leave when they don't feel seen, heard, or valued, whether it’s a toxic workplace, unmet expectations, or simply the allure of something better.
Retaining Employees
For institutions facing employee retention challenges, turnover costs should be a major concern. SHRM reports that in 2023, when 27% of employees left their jobs, employers faced nearly a trillion-dollar bill to replace them. Voluntary turnover hit a record high in higher education during 2022-2023. CUPA-HR’s data shows turnover jumped from 7.9% in 2020-2021 to 12% in 2021-2022 and then skyrocketed to 14.3% in 2022-2023.
So, what can colleges and universities do to keep their employees? There’s no one-size-fits-all answer, but it starts with improving job satisfaction. And while pay raises are always nice (who doesn’t love a bit of extra cash?), they’re not always the solution. If you work in higher ed, you know the current climate isn’t great. And if you’re not familiar with it, here’s some perspective: 368 colleges and universities have closed since 2018, according to The Hechinger Report. Many people in higher education pursue this career because they’re passionate about learning, dedicated to teaching, and genuinely care about students, faculty, and staff. That said, there are other strategies for keeping these dedicated people around.
Fair and Equitable Compensation: Employees are more likely to feel satisfied when they know their compensation is fair and equitable. This fairness should extend to salaries and benefits, conveying that the institution truly values its people.
Decentralizing Power: Another effective strategy for retention is decentralizing organizational power. When employees see that their input directly shapes decisions and outcomes, they feel more valued and invested.
Targeted Professional Development: Understanding employees’ strengths and weaknesses is essential. This allows for targeted professional development opportunities while also ensuring that they’re assigned responsibilities where they can excel and grow in areas that need improvement.
Communication and Feedback: Effective communication is also crucial—both the good, the bad, and the indifferent. Consistently being supportive and framing feedback thoughtfully can go a long way in retaining staff. Even when addressing challenges, positive reinforcement builds trust and shows employees they are appreciated.
Transparency: Don’t forget the icing on the cupcake—transparency is key. If employees are consistently making mistakes, not addressing them doesn’t help anyone. Failing to provide constructive feedback puts the institution at risk. As leaders, it’s crucial to be as transparent as possible—doing so builds trust, creates a supportive community, and fosters loyalty, making people more willing to work together for the institution's success.
Show Value, Recognition, and Support
In conclusion, keeping employees in higher education isn’t just about offering competitive pay—it’s about creating a space where they feel truly valued. This means ensuring fair compensation, decentralizing power, understanding each person’s strengths and weaknesses, and fostering open communication. It’s about building a culture where staff feel supported and connected to the institution’s success.
Furthermore, don’t underestimate the power of the little things—a kind word, genuine feedback, or a simple acknowledgment can go a long way in building loyalty and retention. After all, when people feel seen and appreciated, they’re far more likely to stay invested in the journey.
Moreover, if you're investing in employees' professional development and helping them grow into even more valuable assets to your institution, don't risk losing them by failing to show that you value their growth and contributions. It’s essential to recognize that their increased value should be met with recognition and support—because when you nurture their potential, they’ll be more likely to stay committed to your institution for the long haul.