On the whole, the majority of IT and technology leaders were satisfied with most aspects of their work (see figure 14). Satisfaction is particularly high for work aspects such as peers/colleagues (81%), workplace flexibility and autonomy (80%), and benefits (79%). The only two aspects of work with which the majority of respondents were not satisfied were HR policies and practices (40%) and mobility and growth opportunities (40%).

Asked whether they had applied or intend to apply to other positions, less than a quarter of respondents reported having applied to other positions—either inside or outside higher education—in the past 12 months (24% and 15%, respectively), but roughly a third of respondents said they intend to apply to other positions in the next 12 months (see figure 15). Unsurprisingly, certain areas of job satisfaction correlate significantly with respondents' intent to apply or not apply to other positions in the next 12 months and may be worth closer attention for institutions looking for staff-retention solutions. Among the top areas of job satisfaction, workplace flexibility and autonomy was found to be a particularly significant correlate of respondents' intention to look for other employment. Among the areas with the lowest satisfaction ratings (including salary), mobility and growth opportunities was a particularly significant correlate.

Considering the value of workplace flexibility for IT and technology leaders' intentions to stay at or leave their current positions, it is encouraging to see that the majority of respondents reported having the option of work location (see figure 16), though just over a quarter of respondents indicated that they were required to be on campus, hybrid, or remote. Those respondents whose work location is required by their institution were, of course, significantly less likely to be satisfied with the flexibility and autonomy at their institution, and they were also significantly more likely to recommend "remote/hybrid options" as a solution for their institution's staffing issues.

Having options does indeed appear to be the desired approach to work location for many of our respondents, rather than a one-or-the-other approach, given that few respondents said either that having remote work options or that having on-campus work options was "not at all important" (see figure 17). Indeed, strong majorities of respondents rated both remote options and on-campus options as at least moderately important, at 80% and 81% of respondents, respectively. On-campus options are slightly more important for senior-level respondents than for director-level respondents, which we might speculate to be related to senior leaders' closer reporting relationship with top levels of institutional leadership, as well as to their higher number of average areas of responsibility for their department or unit's work.

A full 70% of respondents reported having workloads that are "somewhat excessive" or "very excessive," and nearly as many (68%) reported that their workload had increased over the past 12 months (see figures 18 and 19). Not surprisingly, a majority of respondents (58%) also reported experiencing "some" or "a lot" of work-related burnout in the past 12 months.

Although diversity was limited in many areas of respondent demographics, preventing meaningful group comparisons, response rates were sufficient for comparing the workforce experiences of female respondents to those of male respondents. Controlling for other variables such as institution size, position level, and age, female respondents were significantly more likely than male respondents to say that remote options are important for their work and that on-campus options are less important. Female respondents were also significantly more likely to report experiencing work-related burnout in the past 12 months. Studies continue to show that women are more likely than men to be burdened by having to juggle work responsibilities with personal and caretaking responsibilities, and previous EDUCAUSE research has shown that women are more likely than men to be held to higher performance standards and to be overlooked for job opportunities and promotions, all of which could contribute to both a greater need for flexibility and a higher risk for burnout among female leaders.