Can We Better Understand Supervisor Retention in Higher Education?

Title: THE CUPA-HR 2022 Higher Education Employee Retention Survey: Focus on Supervisors

Authors: Melissa Fuesting and Jennifer Schneider 

Source: College and University Professional Association for Human Resources (CUPA-HR)

CUPA-HR has released a new report that provides insight into employee retention in the field of higher education.

The report explores variables contributing to employee retention such as working environment, maintaining a work-life balance, ability to advocate for peers and staff, challenges faced monetarily, and access to professional development opportunities. The 2022 survey covered a total of 3,815 higher education administrators, professionals, and non-exempt staff. Fifty-seven percent of those surveyed were supervisors.

Key findings from the survey are summarized below:

• Supervisors seeking another job will consider job openings within their current organization 40 percent of the time.
• A majority of area supervisors, as well as 76 percent of other supervisors at their institution, work more hours than what their institution considers full-time.
• According to supervisors, only 59 percent are confident that they have the resources and support they need.
• Less than half (46 percent) of supervisors agree that they have been provided with adequate management training for their supervisory role.
• Supervisors (68 percent) are more likely than non-supervisors (55 percent) to agree that they have taken on additional responsibilities from departing staff. Additionally, supervisors (74 percent) are more likely than non-supervisors (55 percent) to report an increase in job expectations since the pandemic began.
• Human resources accounted for the largest proportion of supervisor respondents (26 percent), followed by student affairs staff (25 percent). 

To retain supervisors at higher education institutions, CUPA-HR recommends:

• Implementing internal policies that create flexible work arrangements.
• Ensuring adequate advocacy for all levels of employment.
• Redistributing workload rather than imposing additional responsibilities on supervisors as a result of vacancies.
• Creating supportive working environments with room for professional growth.

To explore findings and methodological information about the report and survey, click here.

—Alexandria M. Falzarano