Hiring Resilience

EDUCAUSE Showcase Series | Hiring Resilience

Comparatively low salaries, poorly expressed value packages for existing and prospective staff, and rigid workplace policies are impeding hiring managers from filling open positions. Three recent EDUCAUSE reports map the current contours of recruiting and retaining talent among technology leaders, the teaching and learning workforce, and cybersecurity and privacy professionals.

Finding a Footing

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Although the work climate for technology leaders may be stabilizing after uncertain years, many report excessive workloads and burnout. Institutions not only need to help leaders do less with less and prioritize self-care but also need to build flexible technology environments and roles.

Explore The IT Leadership Workforce in Higher Education, 2024.

Change in IT Leadership Workload in the pst 12 months: Decreased 9%; No change 23%; Increased 68%. Mark McCormack, The IT Leadership Workforce In Higher Education, 2024.

Struggling to Keep Up

As teaching and learning professionals are feeling overworked in an environment of constraint, institutions must prioritize employees’ well-being and morale by finding ways to make workloads more manageable, build community, and better enable change management.

Dive into The Teaching and Learning Workforce in Higher Education, 2024.

Group of people sitting with a stack of books, clipboard, pencil, and globe.
Teaching and Learning Staff Applying for Other Positions: In the next 12 months, I am likely to apply for other positions in higher education 68%; In the next 12 months, I am likely to apply for other positions outside of higher education 52%. Nicole Muscanell, The Teaching and Learning Workforce in Higher Education, 2024.

Thriving and Growing

Four people looking at various screens with security symbols on them (shield, lock, etc.)

To support the quickly growing areas of cybersecurity and privacy, institutions should implement methods to address immediate issues such as staff recruitment, retention, and workload and also to strategically anticipate and plan for the evolution of these two domains.

Explore The Cybersecurity and Privacy Workforce in Higher Education, 2023.

Cybersecurity and Privacy Workforce Staffing Capabilities. Percentage of respondents who somewhat or strongly agree. We are able to create new positions: 38%. We are able to successfully hire into existing positions: 46%. We are able to retain talent: 55%. Nicole Muscanell, The Cybersecurity and Privacy Workforce in Higher Education, 2023.

Showcase Webinar

Join us for the Showcase Webinar | Hiring Resilience on April 23 to hear from institution and industry experts on their strategies for workplace and workforce management.

Spotlight shining on a capital ESolution Spotlight

"One of our strategic plan items at Pima County Community College District is to create a sustainable IT workforce. We have built an amazing feeder program through our part-time service desk assistants. This year, we are looking to expand upon that and create job-shadowing opportunities to grow our front-line staff. You have to buy or grow talent; with little success buying it, we are going to focus heavily on growing it." —Isaac Abbs

Like this Solution Spotlight? Visit the EDUCAUSE Top 10 Solution Spotlights for more stories of how institutions are tackling workforce challenges in higher education.

We hope you'll use the lessons from this Showcase to support resilient hiring and retention practices at your institution. Next up, we’ll explore strategies for providing universal access to services in the Meeting Students Where They Are Showcase launching May 20.

Gartner, Quick Answer: Use AI Sourcing to Address Talent Shortages and Cut Hiring Costs, March, 2024 by Jackie Watrous
Gartner does not endorse any vendor, product or service depicted in its research publications and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner’s research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.