Earlier this year, at the invitation of DMUs’ Professor Zoë Allman, Associate Dean, Education, I delivered a day of career-focused workshops for staff at risk of redundancy. After the day, which was well-received by staff, we reflected together on the increasing need for support for staff in Higher Education undergoing transitions, restructuring and major changes. Here are our thoughts and recommendations for senior leaders within the sector.
The benefits of a proactive, tailored approach in the face of uncertainty
Many staff in higher education are experiencing first-hand the impact of change. As we embrace a new year, we are hopeful; we look forward. But with so many uncertainties remaining, we need university leadership to recognise and proactively address experiences of change.
There is a need to develop thoughtfully tailored approaches to supporting staff, relevant to their unique context. Staff welcome time to pause and reflect on careers to date, explore opportunities for the future, and gain practical tips on how to make positive personal changes.
By demonstrating an intentional approach to supporting staff, within the university context, leaders demonstrate empathy, and direct resources where they are gratefully received.
Providing time and space for staff to think
Driven by equality, diversity and inclusivity priorities, De Montfort’s faculty of Computing, Engineering and Media, wanted to give colleagues a moment to pause and reflect on their career paths, to reconsider trajectories, and technically upskill for the latest recruitment methods. As consultant and founder of The Career Catalyst, I rose to the challenge, having been recommended by another consultant who had undertaken some other work with the faculty. When designing and facilitating the activities, it was important to recognise the uncertainties in higher education, and indirect impact on others, and listen to the specific needs of the faculty.
Collaboratively we developed a unique staff development opportunity, delivered through in-person interactive workshops. All workshops were optional, so staff could attend the whole day or dip in and out of sessions as best suited their individual needs.
Staff had time and space to reflect on what they wanted from a career, exploring the influences that inform career decision-making. Colleagues welcomed this, an opportunity to pause and holistically consider activity to date, and what they wanted to achieve personally in their working lives.
The benefits of current, practical advice
Covering all aspects of the interview process, feedback indicated that this being delivered by a facilitator from ‘outside’ of the university provided authenticity and a safe space for exploration and understanding. Those who had been through interviews recently and those who were last interviewed over a decade ago reflected on how useful it was to explore the anticipated format of an interview, how best to prepare responses, and understand what the panel may be looking for.
Recognising the role of online platforms in recruitment, we explored the benefits of actively engaging with LinkedIn and the importance of personal branding. With a variety of colleagues in the room from different roles and functions, and with differing digital skill sets, there were opportunities to create, develop and update online profiles. Information about online recruitment alongside very practical advice, tips and suggestions were welcomed by all, new and experienced users alike. Making the event even more impactful, a professional photographer was available to take professional headshots for use in social media and online profiles.
The importance of timing
When designing such activity, facilitators must be sensitive to timing. On the one hand, providing support before key announcements and decisions are made, risks staff assuming they won’t need to engage with support or development activity. Too late, when staff know for certain their roles are changing, doesn’t leave enough time to support staff to make effective preparations for transition. There are sensitivities around when, where and how to facilitate career development, but our experiences indicate that a proactive, externally facilitated approach that recognises various skill sets and abilities is welcomed and appreciated in the midst of change processes.
Ongoing uncertainty is detrimental to staff wellbeing
Across the sector, staff caught up in protracted restructuring and redundancy processes, whether voluntary or not, are bearing the brunt of uncertainty. Many are feeling anxious and stuck while they wait to see how changes will impact them. Careers are stalling. Some staff are contemplating a career change, not all within higher education. Many are feeling burnt out, disaffected, lost and losing confidence.
Uncertainty takes its toll on staff wellbeing. People are universities most precious resource. Without support, institutions risk losing valuable staff from the sector.
A call to action
So this is our call for university leadership to recognise the benefits of developing carefully tailored staff reflection and development opportunities. Equality, diversity and inclusion measures can prompt action, leading prioritising of activity. As a new year commences, let’s make supporting our colleagues with and through change a priority.