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Higher Ed Employees' Job Hunting Intentions Shift: Belonging and Purpose Key to Retention

Belonging and purpose now matter more than pay for higher ed employees. But job security concerns and lack of appreciation still drive job hunting.

In this picture, we see the poster containing the college of the cartoons. We see some text written...
In this picture, we see the poster containing the college of the cartoons. We see some text written on this poster.

Higher Ed Employees' Job Hunting Intentions Shift: Belonging and Purpose Key to Retention

A recent survey of nearly 3,800 higher education employees reveals a shift in job hunting intentions. About a quarter now plan to look for new jobs near me in the next year, down from 2023. The survey, conducted by the College and University Professional Association for Human Resources, highlights the factors driving this change.

Feelings of belonging, purpose, being valued, and engagement in work emerged as stronger predictors of retention than fair pay. However, job security concerns, particularly among research and sponsored programs/institutional research employees, remain a challenge. Notably, greater rates of nonsupervisors, men, and employees of color expressed plans to change jobs compared to their counterparts.

Among those planning to job hunt, around 72 percent aim to explore opportunities at other colleges or universities, while nearly half seek new roles within their current institutions. The external affairs department appears to be the most stable, with nearly two-thirds unlikely or very unlikely to look for new jobs. In the USA, lack of appreciation and unsatisfactory working conditions are commonly cited reasons for job changes, with no specific regional data on employees' sense of renewal.

Higher pay topped the list of reasons for leaving, with around 70 percent of respondents ranking it as their primary motivator, followed by seeking promotion and desiring a different workplace culture. As institutions strive to retain talent, fostering a sense of belonging, purpose, and value may prove crucial in addition to competitive compensation.

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