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Igniting change in the Higher Education sector

Igniting Change – Review of Navigating Progression & Retention within the Higher Education Sector

 

On Thursday 9th November 2023, Burman hosted the first of its kind event to the Higher Education sector, at LinkedIn’s HQ in London. Representatives from LinkedIn partnered with Burman to discuss some vital data insights and trends within the HE sector. This event featured thought-provoking discussions from Higher Education Leaders who shared their distinctive perspectives on progression and retention within the HE space, culminating in an engaging roundtable session to conclude the day. This article will take you through the key takeaways from the day!

As the event concluded, it became evident that the discourse on progression and retention within Higher Education is far from exhaustive. The sector is undergoing a transformative shift, raising numerous questions that demand thoughtful consideration. This blog post delves into the insights offered by the speakers, exploring how institutions can position themselves as the employer of choice for compelling reasons. Additionally, we'll examine strategies for objective progress, minimising bias, in the evolving landscape of progression and retention within Higher Education.

 

The Speakers

 

 

The stats from LinkedIn

 

Hannah Fitzgerald and Ralph Blunden from LinkedIn took to the stage to raise some important data:

- The number of HE professionals in the UK on LinkedIn has increased 41% in the last 5 years 

- YOY  the number of job applications has increased 60% 

- YOY the number of people switching their profiles on open  to opportunities has increased 166%

These statistics collectively paint a picture of a thriving and dynamic Higher Education community on LinkedIn. The increased presence, heightened job applications, and growing openness to opportunities all point towards  a sector that is embracing change. But  how is the workforce adapting with this theory? Our speakers delve into their perspectives...

 

Defining a New Point of Difference for Universities


A crucial point highlighted during the event was the necessity for universities to define a new point of difference. Often, the Employee Value Proposition (EVP) may miss the mark  and not be communicated or understood by the organisations workforce. Institutions need to assess if employees are truly connected to the mission, experiencing personal development, and growing professionally. Daniel Roberts (CIO at SOAS) discussed that an academy approach in recruiting for tech roles we can Increase the talent pool diversity, maximise retention and ensure a talent pipeline within the organisation and wider network pools. 

 

 

Re-imagining Progression and Embracing Individuality


Challenging the conventional approach, one takeaway suggested that instead of solely focusing on retention, there is value in re-imagining progression. Acknowledging that sometimes people leaving is a positive outcome, An emphasis was placed on understanding individuals employees needs and desires to ensure progression is a personal journey. This involves allowing  employees the agency to reject progression paths that do not align with their personal and professional aspirations.

 

 

Recognising  Unique Journeys for Everyone


Progression is a unique and personal journey for each individual. All of the speakers delved into the importance of engaging in open conversations with team members to understand what progression means to them. Moving away from assumptions, this approach ensures that institutions support their staff's growth in alignment with their individual goals. 

 

Hybrid Working: The New Norm


In the evolving landscape of work, the prevalence of hybrid working is undeniable. An interesting observation made during the event was the shift in job advertisements on LinkedIn, with fewer roles being labelled  as remote and an increasing number being advertised as on-site or hybrid. With the choice on how Universities will evolve over the next few years, will we see more people come on site and how will that effect hiring? 

 

 

Moving Forward with an EDI Focus


The event emphasised  the imperative of action in Equality, Diversity, and Inclusion (EDI) at Universities. It's not just about talking; it's about implementing strategies that prioritise  equal opportunities, foster a diverse workforce, and, significantly, cultivate a diverse leadership team. The speakers highlighted the immense value that an inclusive approach brings to higher education institutions . 

It was also spoken about in the roundtable, when asked how to take an EDI approach to hiring within HR departments, that by knowing the EDI networks within your institution and leaning on them for advice on how we can positively impact the diversity of teams was a key bit of advice for how we can all move forward.   Having a SLT on board with EDI initiatives is imperative to drive change within the sector.

 

Key takeaways from the Event and Round Table: 

 

 

How can Higher Education institutions better align their employee value proposition with the skills and working arrangement demands of a modern workforce?

 

To attract and retain top talent, HE institutions must emphasise a commitment to professional development and continuous learning, showcasing a culture that values skill acquisition and growth. This can involve offering robust training programs, mentorship opportunities, and clear career progression pathways. 

HE organisations need to recognise adjustments with working arrangement and tailor their EVP to accommodate flexibility. Providing options for remote work, flexible schedules, and a healthy work-life balance reflects an understanding of the diverse needs of the workforce. Clear communication about these benefits, along with transparent policies, helps to establish a positive work environment that respects the individual needs and preferences of employees.

An EVP that emphasises innovation and a forward-thinking approach can be a powerful attractor for professionals seeking an intellectually stimulating environment. Highlighting opportunities for collaboration, engagement with cutting-edge technologies, and involvement in impactful projects can contribute to an EVP that resonates with the aspirations of a modern workforce.

Ultimately, a successful alignment of the EVP with the skills and working arrangement demands of the modern workforce requires a proactive and responsive approach. By staying attuned to industry trends, valuing ongoing feedback from employees, and consistently refining their offerings, higher education institutions can position themselves as employers of choice, attracting and retaining a workforce that is not only skilled but also aligned with the institution's vision for the future.

 

How can Higher Education organisations maintain quality of work and still be forward facing in the transition from onsite to a hybrid working / remote working model?

 

In navigating the transition from onsite to a hybrid or remote working model, higher education sector organisations must foster collaboration, innovation, and employee well-being whilst ensuring they have the infrastructure to implement this change. To ensure the continued delivery of high-quality work, institutions should invest in robust technological infrastructure and tools that facilitate seamless communication and collaboration among teams. This includes virtual project management platforms, video conferencing solutions, and secure data-sharing systems to enhance their effectiveness and ease of integration.

A key element in maintaining work quality lies in redefining performance metrics and expectations to align with the demands of a hybrid or remote working environment. Clear communication of goals, deliverables, and expectations, coupled with regular check-ins and feedback mechanisms, fosters accountability and ensures that the quality of work remains a top priority.

Equally important is the focus on employee well-being. Instituting policies that support work-life balance, mental health, and professional development ensures a workforce that is not only productive but also motivated and engaged. Regular opportunities for virtual team-building activities and social interactions contribute to a positive and cohesive remote work culture.

Therefore, the successful transition to a hybrid or remote working model for higher education sector organisations involves a strategic blend of technology, clear communication, flexibility, and a commitment to employee well-being. By striking this balance, institutions can maintain the quality of their work while positioning themselves as leaders in the ever-evolving landscape of higher education.

 

How can Higher Education institutions attract and retain a diverse and inclusive professional services workforce?

 

For HE organisations to attract and retain a diverse and inclusive professional services workforce they must adopt multifaceted strategies that not only attract talent from diverse backgrounds but also cultivate an inclusive and equitable environment conducive to long-term retention.

Active promotion of diversity in recruitment efforts, inclusive language in job postings, and engagement with diverse talent networks are essential steps in attracting a broad spectrum of professionals. Instituting blind recruitment processes helps mitigate unconscious bias, ensuring a fair evaluation of candidates. Equally crucial is the establishment of inclusive hiring practices, such as training hiring managers and committees on diversity and inclusion principles. Diverse representation on hiring committees adds perspectives and insights that contribute to fair decision-making.

Creating a culture of inclusion involves ongoing efforts, such as providing mentorship programs, leadership development opportunities, and networking platforms. EDI networks and employee Resource Groups focused on diversity and inclusion serve as valuable support networks, fostering a sense of belonging among employees and a bottom up approach to communicate to SLT. Leadership commitment plays a pivotal role. Visible support from top leadership, the setting of diversity goals, and transparent communication about progress underscore the institution's dedication to fostering diversity and inclusion.

In essence, attracting and retaining a diverse and inclusive workforce in higher education requires a holistic and sustained commitment with an understanding of intersectionality and its impact.