Boost Employee Experience in Higher Education for Lasting Impact

As universities face budget shortfalls and growing pressure to demonstrate return on investment, HR leaders at higher education institutions are being asked to do more with less. At the same time, they’re dealing with retaining overextended staff and a shrinking talent pipeline. In fact, 41% of faculty members report burnout, correlating with high levels of technology fatigue, according to the 2024 College Innovation Network Faculty EdTech Survey.

To stay competitive, HR leaders in higher education institutions must go beyond focusing on employee engagement and develop the broader employee experience.  Delivering a high-quality employee experience is critical for improving retention and performance.

Employee Experience

The three most influential factors shaping employee experience are the work that employees do, their co-workers, and their managers, according to SHRM’s The Case for Employee Experience report. This research shows that employee experience and engagement are key drivers of workforce sentiment, accounting for 54% of job satisfaction and 42% of turnover intent.

While the SHRM report frames employee experience as critical across all industries, HR professionals in higher education face unique challenges that call for tailored strategies to engage faculty and staff.

The State of Employee Experience in Higher Education

HR departments in universities and colleges often juggle competing priorities such as ensuring regulatory compliance, overseeing faculty tenure processes, and meeting the needs of a diverse workforce. According to SHRM’s findings, HR leaders rank creating a positive employee experience as one of their top responsibilities, but challenges such as limited budgets, slow-moving administrative systems, and decentralized decision-making processes can make transformation difficult.

Additionally, the research highlights a disconnect between what influences HR professionals and what matters most to employees. For example:

• Workers tend to emphasize the importance of immediate factors, such as relationships with co-workers and the tools they need to perform their job.
• HR leaders tend to focus more on high-level organizational culture and leadership rather than day-to-day experiences of employees.

Bridging this gap is critical for developing effective policies that reflect the real needs of higher education staff and faculty.

Actionable Steps for HR Leaders in Higher Education

Here are three strategies HR leaders in colleges and universities can adopt to enhance employee experience:

1. Define What Employee Experience Means for Your Institution.

Start by defining what “employee experience” means in the context of your institution. Engage faculty and staff to identify what matters most — whether that’s flexible schedules, work/life balance, or academic autonomy. Consider an assessment, such as SHRM’s HR Management & Governance Survey, to benchmark organizational practices and guide goal setting.

Once defined, activate your employee experience strategy by communicating expectations across the organization through handbooks, onboarding materials, and manager training. Then, build growth pathways that support both retention and agility — through formal development programs, internal mobility, and cross-functional collaboration. This kind of intentional upskilling strengthens your workforce and helps future-proof your institution.

Take the SHRM HR Management & Governance Survey

2. Invest in Manager Training.

Supporting upskilling and stronger knowledge bases for employees is important, but managers need help, too. As one of the three influential factors in employee experience, managers need tools and training to:

• Conduct meaningful performance evaluations.
• Address workload imbalances and provide support for overwhelmed employees.
• Recognize employee contributions, ensuring appreciation is shared publicly to foster motivation.

A tailored leadership training program such as SHRM’s People Manager Qualification can help managers in academia address unique aspects of working with faculty and administrative staff.

3. Build Connections Among Co-Workers.

The last point in the trifecta of employee experience is the strong relationships among co-workers. Friendships in the workplace can impact productivity, giving employees opportunities to learn from one another while providing support to reach professional goals. To nurture these relationships:

• Include peers in hiring and onboarding processes to create bonds early.
• Schedule regular informal events, such as social gatherings and wellness activities, that encourage faculty and staff to connect.
• Promote mentorship programs where experienced staff can guide and support newer employees, helping them integrate seamlessly into the workplace.

Don’t Forget: Measure Success and Adjust Policies 

No strategy is an island. It is connected with consistent measuring and refining. HR leaders in higher education should build these practices into their approach. Whether it’s regularly scheduled listening tours or ongoing surveys, understanding employee sentiment and tracking progress is key. Share findings transparently, act on feedback, and involve employees in building solutions to maintain trust.

The Role of Employee Experience in Higher Education Success

A positive employee experience creates a ripple effect across your institution. When faculty and staff feel empowered and engaged, they are more likely to contribute to a vibrant academic community, enhancing outcomes for students and stakeholders no matter the economic conditions.

Ultimately, improving employee experience is more than just an HR initiative; it’s a commitment to creating an inclusive, supportive, and purpose-driven culture.