Photo credit: www.higheredjobs.com
In this discussion, Joshua Allen, Vice President for HR at Governors State University (GSU) and a veteran of the Air Force, offers insights into the evolving hiring landscape in higher education.
Undervalued Benefits
Allen begins by pointing out two significant but often overlooked aspects of recruiting in higher education.
Firstly, he highlights that the benefits associated with higher education positions are frequently undervalued. He remarks on the typical corporate offering of one week of vacation upon starting and only reaching two weeks after a decade. In contrast, many higher education institutions provide three to four weeks off alongside 12 paid holidays.
Secondly, he notes that the stability characteristic of the profession is not sufficiently recognized. GSU, for instance, did not initiate any layoffs during the pandemic, a trend that many other institutions managed to maintain as well.
Difficult Roles to Fill
According to Allen, information technology (IT) roles are currently among the hardest positions to fill in higher education. He asserts, “IT roles and those that can be performed remotely are particularly challenging to fill.” This shift has exacerbated competition for talent as institutions now compete on a national level rather than just within local markets. The ability to perform jobs from anywhere—like California or New York—necessitates an adjustment in how Illinois institutions approach workforce recruitment.
Listen to Employees
Allen emphasizes the importance of actively listening to campus employees. Staff at GSU expressed a desire to continue remote work arrangements. “We allow our employees to work from home two days a week, and we even offer fully remote positions in higher education,” he shares. This flexibility has positively influenced both recruitment and retention.
To better understand employee needs, Allen advocates for comprehensive engagement through climate surveys. He challenges his HR team to participate in university events, fostering connections that enable open communication. He states, “When employees see HR representatives in public settings, they are more likely to approach us with concerns or suggestions.”
Recruiting Veterans as Employees
For institutions aiming to attract veterans, Allen suggests a marketing strategy focused not just on the opportunities available, but also on the prior contributions made to veterans’ communities. “It’s essential to show what you’ve done for veterans rather than only what you can offer them,” he explains.
He reflects on his own experiences in the military and emphasizes the value of engaging with local veteran organizations to effectively reach those transitioning into civilian careers. “Understanding how to connect with veterans looking for work is crucial for a successful recruitment strategy,” he notes.
When successfully employing veterans, institutions should highlight this on their platforms. “Promote the fact that you’ve hired veterans and share their leadership profiles on your website and social media,” he advises.
For a deeper dive into hiring strategies within higher education, listen to the full episode featuring Allen’s expert perspectives.
Source
www.higheredjobs.com