The UK’s higher education (HE) sector is respected and recognised the world over for its high standards and academic excellence. Our institutions are consistently ranking among the best in the world, and here at People Insight, we’re lucky to work with a lot of them.
Working in HE comes with a great deal of advantages — academics in this sector are able to contribute to groundbreaking research, engage with bright minds, and be part of a community that values intellectual growth. What’s more, HE employees genuinely seem to care for their institutions. Our data reveals that an impressive 90% of employees in higher education care deeply about the future of their HEI.
However, despite the many advantages of working in HE, there are nevertheless workplace challenges facing academics today. No sector is perfect, and each experiences its own unique set of issues and battles. Pinpointing these challenges, and confronting them head-on, allows institutions to take action. Regardless of sector, leaders who acknowledge certain struggles, and aim to resolve them, generally see reduced staff turnover, improved employee engagement and significantly boosted morale.
Our benchmark data gives us invaluable insights, and as a result, we understand the frustrations facing academics in HE. Here are the five main workplace challenges they’re facing today, and tips on how to turn things around.
Related: 5 challenges facing women in higher education
One of the primary workplace challenges facing academics in the UK today is the perceived disconnect from senior leadership. Take a look at some data points we’ve collected:
This lack of communication and transparency contributes to lower levels of trust and confidence in leadership within the HE sector compared to other industries. In higher education, people commonly perceive leadership styles as “command and control,” with decision-making processes predominantly flowing top-down. This can, unfortunately, create an environment where employees feel unheard and undervalued.
By working to create open communication and being more approachable, senior leaders can significantly enhance the employee experience. When you listen to employees and encourage them to share their concerns, it not only boosts morale but also builds a stronger, more engaged workforce.
A number of the HEIs we work with have acknowledged this issue and have made great strides in this area, prioritising clear and consistent communication with their employees, providing a well-articulated narrative of the institution’s future and taking the time to understand the true employee experience.
Another pressing workplace challenge in higher education is the struggle to manage workload and achieve a healthy work-life balance. Our data indicates:
The demanding nature of academic roles often leads to long working hours, leaving little time for personal relationships, rest and activities that bring joy and fulfilment — when this goes on for long enough, you would expect employees to feel burned out and disengaged.
While the introduction of flexible and agile working practices within most HEIs has provided some relief, allowing academics greater control over their schedules, the challenge remains.
Where possible, focusing on improving flexible working is a great way to relieve this workplace struggle. Such arrangements allow for a healthier work-life balance, giving them the opportunity to rest, recharge and attend to personal commitments. But flexibility itself won’t solve the problem — the issue of unrealistic and unreasonable workloads should be addressed, too.
The third workplace challenge that academics face is the feeling of not being valued or recognised for their contributions. Our data shows that only 55% of academics feel appropriately valued and recognised for the work they do. While many employees feel supported by their immediate managers, there is often a lack of broader recognition across the institution. This can lead to a perception that some projects and roles are celebrated more than others, leaving many academics feeling that their hard work goes unnoticed, especially in light of the high workload and long hours we mentioned earlier.
Pay levels also play a role in whether employees feel valued, with many within the sector calling for increases in pay to better reflect workload, qualifications and market rates.
The good news here is, small improvements can go a long way. Simple gestures of appreciation, such as a sincere “thank you,” can significantly impact employees’ sense of value and motivation.
Read more: 5 Data-led strategies to improve employee morale in HE
While HEIs might seem like an opportunity to stretch your horizons and grow, it seems that some academics feel unable to advance. Opportunities for professional development and growth are workplace challenges that often present themselves for academics in higher education:
The feedback from the sector often highlights that promotion criteria are too rigid, and there is a perception that external candidates are sometimes favoured over internal ones.
We know how important growth and development opportunities are for employee engagement. Academics are ambitious and dedicated, and when they see limited opportunities for advancement or feel that their career aspirations are not supported, it can lead to frustration and disengagement. Institutions must prioritise creating clear and accessible pathways for career progression, ensuring that all employees have the opportunity to develop their skills and advance within their roles. This will play a huge role when it comes to retaining top talent in the years to come.
Finally, a major workplace challenge in HE appears to be the feeling of not being listened to. Our data reveals that only 49% of academics believe their opinions are openly sought on decisions that affect their work. This highlights a significant gap in communication between employees and leadership. While conducting higher education staff surveys is a great way to gauge employee sentiment and insights, the reality is only 36% of academics believe that action will be taken as a result of these surveys.
This all highlights the importance of not only seeking employee input, but also acting on it. Even as a provider of employee surveys, we’re the first to say that a survey is no good on its own. Employees need to see action as a result. Despite what you might hear, employees really do want change. They just want it to be meaningful, and they want input.
When it comes to your employee listening strategy, be sure to keep employees in the loop every step of the way. When the survey ends, share the results. Let them know what action will be taken and the timeline for this change. Put resources in place to help employees adjust. This communication is a great way to show employees that their input is not only wanted, but needed, and that it is shaping the future of the institution they care so much about.
We believe in supporting organisations in the private, public and not-for-profit sectors to implement meaningful change. We carry out actionable employee surveys and we work with our customers to create realistic action points for better employee experiences. To see how we can help you improve employee engagement at your institution, contact us today.
