"Oh no, I think that scholarship should go to a sophomore, but it’s not in our notes. Barb used to manage this fund but she left a few months ago." I muttered, my voice tinged with frustration and disbelief. The Excel spreadsheet in front of me looked like it had been through a war, with misaligned cells and confusing color codes that only increased my anxiety. This wasn’t an isolated incident—it was a symptom of a larger issue plaguing higher education: the frequent turnover of staff paired with shadow databases.
Leadership turnover in higher education is a familiar story. Presidents, deans, and advancement staff come and go, leaving behind a legacy of both achievements and unfinished business. Amidst these changes, maintaining data integrity becomes a Herculean task. When key players leave, they often take with them invaluable institutional knowledge, leading to disrupted workflows and, in some cases, lost information.
The tumultuous past few years has exacerbated these challenges. As leaders and staff members depart, institutions face an urgent need to adapt and find solutions that provide consistency, stability, and support. How can colleges and universities weather these transitions without sacrificing the integrity of their data and the continuity of their operations?
The key to navigating turnover lies in robust partners and reliable systems and processes. By fostering strong relationships with partners such as FundMiner, institutions can leverage external expertise to maintain data integrity and operational stability. These partnerships provide a safety net, ensuring that critical information is preserved and accessible, even as personnel change.
Internally, building a resilient team culture is crucial. Encouraging collaboration and cross-training among staff can mitigate the impact of turnover. When everyone on the team, from fundraisers to financial aid staff, understands the broader picture and can step into different roles as needed, the departure of one individual is less likely to cause a ripple effect of confusion and lost data.
When turnover occurs, the immediate consequences can be daunting. Disrupted workflows, miscommunication, and gaps in institutional knowledge can all lead to mistakes and inefficiencies. However, with the right tools and resources, these challenges can be managed effectively.
The turnover rate for college presidents has increased to 18.1% in 2022, up from 14.5% in 2021 (Seltzer, 2022). This high rate of turnover at the top level can lead to instability and loss of institutional knowledge.
Generally, turnover in advancement and external affairs is high, with 56.6% of staff reporting they are somewhat likely, likely, or very likely to look for other employment in the next twelve months (Lippincott, 2023). This frequent turnover in advancement staff, both fundraisers and operations, can disrupt donor relationships and impact an institution's financial stability.
The "Great Resignation" has hit higher education particularly hard. A 2023 CUPA-HR survey found that 36% of higher education supervisors were considering new employment opportunities within the next year (CUPA-HR, 2023). This high potential for turnover among mid-level leaders threatens to further erode institutional knowledge and continuity.
Turnover rates for full-time, non-exempt staff in higher education have risen dramatically, increasing from 9.4% in 2020 to 15.2% in 2022 (CUPA-HR, 2023). This loss of front-line staff can significantly impact day-to-day operations and student services.
The costs associated with leadership turnover in higher education are substantial. Estimates suggest that replacing a senior leader can cost between 100% to 200% of their annual salary (Bichsel et al., 2017). These financial burdens can strain already tight institutional budgets.
High turnover rates have led to increased workloads for remaining staff. The CUPA-HR survey found that 89% of area supervisors and 76% of other supervisors work longer hours than what is considered full-time at their institutions (CUPA-HR, 2023). This increased burden can lead to burnout and further turnover.
The American Council on Education's (ACE) latest survey of college and university presidents found that:
The statistics from the American Council on Education's (ACE) latest survey on college and university presidents underscore how frequent leadership changes disrupt the continuity of institutional goals, particularly in fundraising and donor relations. Frequent leadership changes can disrupt long-term fundraising plans and donor relationships, requiring Advancement to be agile and maintain strong communication channels with donors to ensure continuity. For more insights on maintaining donor trust during leadership transitions, read our article on Honoring Donor Intent.
While turnover can initially seem like a setback, it also presents an opportunity for improvement. New team members bring fresh perspectives and innovative ideas. Their "new eyes" can identify outdated processes and suggest more efficient ways of operating. Embracing this potential for growth requires an open-minded approach and a willingness to adapt.
Investing in comprehensive onboarding programs for new hires is essential. These programs should not only cover job-specific tasks but also provide a deep understanding of the institution's mission, values, and data management practices. Tools such as FundMiner can facilitate this process by offering centralized, easy-to-access information, ensuring that new team members hit the ground running
To truly future-proof against the challenges of leadership turnover, institutions must invest in systems and practices that prioritize data integrity. This includes:
In the digital age, technological solutions play a pivotal role in safeguarding institutional knowledge. Platforms like FundMiner provide comprehensive solutions that integrate data management with user-friendly interfaces, making it easier for new and existing staff to access and manage information.
Effective leadership is critical in managing transitions. Leaders must prioritize communication, ensuring that all stakeholders are aware of changes and internally, understand their roles in maintaining data integrity. Transparent leadership can foster a culture of trust and collaboration, which is essential during periods of transition.
Leadership transitions in higher education are inevitable, but their impact on data integrity doesn't have to be detrimental. By fostering strong partnerships, building resilient teams, and investing in robust systems, institutions can navigate these changes with confidence. Embracing the opportunities that come with new team members and continuously striving for improvement will ensure that higher education maintains stability, even in times of change.