When Do We Turn The Mirror on Ourselves?

The Great Resignation in Higher Education

Over the last two weeks, I’ve been focusing on recruitment, retention and resignations in higher education. The topic is that important, and it seems to be resonating with listeners and readers. In the last week, since the airing of the “Resignation Nation” themed podcast, I have heard directly from more than a half-dozen individuals who have left the field in the last six months.

“I’m resigning from my job this week...I couldn’t risk the no-mask policy on my campus to put my immunocompromised child at risk.”

“Leaving a field that I spent my entire adult life committed to is putting me in a spiral. But I know it’s the right decision. I have been doing two jobs since spring of 2020, and now my campus wants me to add another half-time role to my job description.”

“Just accepted a position in Ed Tech. I can work from home. Make more money. And I keep my side-hustle for fun money, not paying my student debt.” 

Some have reported that since resigning their institutions are re-classifying the job and posting it at a higher salary. As one person said, “there is nothing like being under-appreciated right up until the very bitter end.” 

Years ago I had a very difficult conversation with a beloved family member who had been through a divorce after being married just under a year. They had been through a string of difficult relationships and even failed roommate situations in the dozen years prior to the nuptials. What made the conversation difficult was when I said to them, that while I realized they were in pain, there was a consistent thread that connected all of these failed relationships. Them. They were the common thread. They stormed from the room - but my point was made. I don’t regret it. I really was tired of having this person suck the oxygen from the room as they blamed everyone in their life for their difficult circumstances each and every time we spoke. 

The current resignation flow in higher education shows us a few realities. First, that the perceived lack of action by employers as it relates to titles, responsibilities and compensation do matter, and the feelings of being taken advantage of compound. Second, people have had a taste of remote work, and they like it. Institutions cannot argue that work wasn’t performed adequately in a remote work space when there is evidence it was. Third, we struggle at providing ongoing feedback and supervision, and the pandemic accentuated the struggle. And finally, people are finding jobs, and moving on. With little to no fanfare or reflection from HigherEducation employers. 

Hiring managers, their supervisors and the executive leaders they report to need to step up to the mirror and take a long look at themselves and what they have created that leave us in this employment environment. Stop looking to the Ed Tech industry and pointing blame for recruiting your employees. If your first response to the news of a departure is “well we cannot match the salary” then you are missing the big picture … while financial compensation is a top talking point for the reason professionals are leaving the field, it is evident that workplace toxicity, expectations and a feeling that they are not valued or trusted are major contributors to leaving higher education. 

Salaries may be difficult to negotiate with internal forces, but workplace climate, clear expectations of workload and trust are in your hands, and should be a priority for retooling.  Finding a coach or a consultant who can help you look at your circumstances with clear eyes and a new perspective is key. Action is imperative. And communication is key to building a base of understanding. 

Continuing to blame external forces won’t help. Action with intentionality will.