Strong Leadership in Higher Education is a Game-Changer

Getting the right leadership in Higher Education is key in driving change

With a crucial role in shaping the future of our society, Higher Education Institutions (HEIs) and their employees are a catalyst for global change.

There are currently no fewer than three British universities in The Times World University Rankings top ten, with British universities considered amongst some of the most respected institutions in the world. However, the global market remains a competitive one, particularly when it comes to attracting the best talent.

The Higher Education landscape is ever evolving, and as one of the sectors that was disproportionately impacted by global factors including Brexit and the Covid-19 pandemic, it faces a particularly complex set of challenges.

As a partner to over 65 HEIs on their staff listening programmes, People Insight have a unique perspective on these challenges and it is this unique perspective that has allowed us, with the University and Colleges Employment Association (UCEA), to take an in-depth look at the current state of the Higher Education sector in the UK.

Using insights extracted from our survey platform’s dataset of over 300,000 HE employees we have identified a number of key narratives that help to decode what it’s really like to work in HE – so what is the state of the UK’s HE sector?

Read Further: 5 Data-Led Strategies to Improve Employee Morale in HE

Cross-sector comparison

HE scores marginally lower on employee engagement than other sectors – 73% engagement for HE compared with 77% across all sectors.

The picture also highlights some positives however. HEIs score higher for individual sense of achievement (76% compared with an all sector score of 72%) and staff are more likely to feel that their work is both interesting and challenging – 81% of HEI staff compared with 78% all sector.

Our data also suggests that 71% HEI employees believe that their job allows them to utilise their skills and abilities, compared with 68% in other sectors, and that they have an ability to be themselves within their teams, 10% more so than in all other sectors, suggesting that employees in HEIs are typically more passionate and driven at work than those elsewhere.

A looming crisis for leadership in Higher Education

Requiring a nuanced approach, leadership within HE sector comes with its own unique set of challenges.

But as our data shows, leadership in the university sector is often viewed less favourably than in other industries. Just under half (48%) of employees in HEIs had confidence in their senior management team compared to 63% in the private sector.

We also discovered that a significant number of employees in the sector feel undervalued and ignored by leaders – less than 60% said they felt recognised for the work they do.

Although the opinions and concerns of employees may be acknowledged, it seems that there is often a lack of tangible action from leadership, which ultimately leads to feelings of frustration.

Leading from the top

Clearly, we believe that employee engagement and employee listening should be designed with a comprehensive, forward-thinking and well-rounded approach. To achieve this, we place great emphasis on assessing the effectiveness of leadership within an organisation.

But what does it take to be an engaging leader? Improving leadership skills and emotional intelligence is key to effective leadership. One way to achieve this is by encouraging leaders to listen to their employees’ voices and prioritise their insights when making evidence-based decisions.

This approach fosters a sense of ownership among colleagues and breaks down hierarchical barriers, leading to improved psychological safety and inclusivity. Although leading a university is a complex task, particularly during such turbulent times, incorporating the views, opinions, and solutions of thousands of colleagues is a democratic way to manage it.

Adapt and overcome

Our data and trends show the need to adapt to changing circumstances, with employees looking to university leaders for reassurance, a clear strategy, and certainty that protects the student experience, while at the same time delivering commercial value and attracting and retaining top talent.

The leadership of a university should consider all colleagues through the lens of a relationship when making operational decisions that affect both students and employees. Similar to any relationship, it’s essential to be more attentive and responsive when relationships are under pressure.

During uncertain times, a two-way dialogue becomes even more critical. Leaders should seize this opportunity to foster more conversation and utilise technology like our intuitive employee survey platform to prioritise  solutions.

Future focused

Traditional leadership methods, such as controlling and commanding, can impede progress and have a negative cultural impact.  Instead, future-focused universities are investing and seeing the opportunity within, by listening to their greatest asset – their people – and by addressing challenges and opportunities in an agile manner.

By adopting this approach, universities can navigate uncertain times and continue to attract, retain and enhance the employee experience, leading to positive overall results and long-term success for the sector.

For more information on our work in the education, go to https://peopleinsight.co.uk/customers/education/

Read the UCEA & People Insight report ‘What’s it really like to work in HE?’ in full here: https://peopleinsight.co.uk/ucea-he-report/