Winning Insights – Higher Education
Beyond Pay: What Higher Education Leaders Can Influence Now
Higher education leaders continue to steward their institutions through a complex workforce environment, even as some indicators point to gradual improvement. According to the CUPA-HR 2025 Higher Education Employee Retention Survey, one-fourth of employees report they are likely or very likely to seek other employment in the next year, and more than half are at least somewhat likely to leave. While this represents a meaningful decline from 2023, it underscores the importance of sustained attention to retention strategies that support people and the mission.
Compensation remains the most commonly cited reason employees consider leaving. At the same time, the data offers an encouraging insight for leaders operating within tight financial constraints, as outlined in the Data Spotlight below.
This insight opens the door to practical, creative leadership choices that extend beyond compensation alone. A powerful question leaders can ask is, what can I control? After answering it once, continuing to ask, and what else, while drawing on the wisdom of those closest to the work, often reveals tangible opportunities already within reach.
Even in constrained environments, leaders have significant influence over how work is structured, how expectations are set, and how people experience support, gratitude, and recognition day to day. The data that follows highlights where these leadership levers matter most and why small, intentional shifts can strengthen retention efforts.
Data Spotlight: What Is Really Driving Retention Risk in Higher Ed
Recent findings from the CUPA-HR 2025 Higher Education Employee Retention Survey reveal a more nuanced picture of retention than headline numbers alone suggest.
- 25% of higher education employees report they are likely or very likely to look for other employment in the next year, down from one-third in 2023.
- 56% of those considering leaving have already submitted at least one job application, and another 37% have actively explored opportunities.
- While pay remains the leading reason employees cite for seeking other employment, job satisfaction and well-being are stronger predictors of retention than pay alone.
- Employees are significantly less likely to consider leaving when they feel valued, supported, connected, and confident in leadership ethics and values.
Source: CUPA-HR Higher Education Employee Retention Survey Findings, September 2025
The data reinforces what many leaders already know. Institutions that invest in supervisor support, workload management, flexible work options, recognition, and career development strengthen their retention position without relying solely on compensation increases. Retaining talent in higher education is shaped by both financial decisions and the everyday employee experience that leaders influence directly.
Conversation Starters for Leadership Teams
- What is within my control? And what else?
- Where are we asking people to absorb more without adjusting expectations, recognition, or development?
- Which of our policies around presence, workload, or flexibility reflect tradition rather than current workforce realities?
- How empowered are supervisors to advocate for flexibility, manage workload, and support their teams sustainably?
- Where might small, targeted changes meaningfully improve job satisfaction and retention?
- How consistently do our leadership actions reinforce trust, ethics, and inclusion?
In the context of ongoing workforce complexity, these questions help leaders build on the good work already underway, foster meaningful dialogue, demonstrate care, and strengthen culture while navigating continued uncertainty with credibility.
Reference:
Schneider, Jennifer & Bichsel, Jacqueline. (2025, September). The CUPA-HR 2025 Higher Education Employee Retention Survey. CUPA-HR. https://www.cupahr.org/resource/higher-ed-employee-retention-survey-findings-september-2025
Shared from February 2026 Issue of Thunderbird Leadership Consulting ELEVATE – Tbird’s Hub for Practical Leadership Insights.
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