What are the most common faculty recruitment and retention challenges?

For recruitment, the most challenging issue is to attract talents who are both competent and ethical. Only ethical and professional employees can lead companies in the right and sustainable way. The challenge in retention is how to kindle and maintain employees' inner motivation, using 'pull', not 'push' strategies.

The pursuit of diversity and inclusion is not just a buzzword; it's a transformative journey. Academic institutions often face challenges in attracting and retaining a diverse faculty. The lack of representation can inadvertently lead to a narrower range of perspectives, hindering the overall learning experience. Example: Imagine a scenario where a talented professor from an underrepresented background feels isolated due to a lack of cultural inclusivity. This isolation might not only affect their job satisfaction but also impact the richness of ideas brought into the academic discourse.

Según mi experiencia, la diversidad e inclusión en el ámbito escolar es el santo grial. Todos lo buscan, todos lo quieren y las comunidades educativas lo exigen, pero las instituciones cada vez encuentran más trabas, muchas veces internas para lograr contar con un cuerpo docente que tenga claro lo que es verdaderamente la diversidad e inclusión y no sea una situación o cuestión sólo de dientes para afuera. Y este primer cambio debe iniciar desde el más alto nivel, desde Recortes, Directores, Consejos de Administración. Ahí debe iniciar el cambio, y entonces veremos cómo permea hacia niveles inferiores, en pos de una verdadera mejora de las instituciones.

I don't believe that diversity is considered as one of the issues in recruitment/ hiring and retention. It is about your capabilities as an educator or individual. Are you qualified to be a higher education? Teaching university level is not easy, it is about your quality teaching and instructions, relationship with the students and how you deal with your faculty and how you collaborate with them. It is about your guts. Can you handle University students? Do you have knowledge and skills you can share? Do you have a poise to face adults as respectable skilled educators? It is all about what you can bring on the table to make them impressed and believe that you are capable of speaking in front of these adult students.

Balancing the workload and compensation of teachers is indeed a significant challenge in Colombia, as it is in many countries. Some perceptions highlight the challenge of balancing workload and compensation. If teachers feel their workload is too high relative to their compensation, it can lead to job dissatisfaction, burnout, and high turnover rates. These challenges require a comprehensive approach that includes fair compensation, manageable workloads, and recognition of all the responsibilities they have. It also requires ongoing dialogue and collaboration between teachers, administrators, and policymakers. By working together, we can create a more equitable and sustainable system for teachers’ recruitment and retention.

Este es un tema critico referente a la fidelización de los docentes. En Chile, las IES que conozco, en general, pagan solo las horas realizadas en aula y no se tienen en cuenta las horas de preparación de material, corrección de evaluaciones, tareas administrativas asociadas a la docencia. Siendo estás actividades altamente demandantes e, implican, un esfuerzo extra para los Docente. Finalmente está situación desemboca en una desánimo e insatisfactorio por parte de los docentes y termina en 2 opciones: o desiste de la docencia o su calidad baja ya que "no le pagan por esto o aquello".

El punto clave para poder atraer, formar y retener talento en una organización de educación superior es la seguridad jurídica, entendida como normativas (reglamentos u otra figuras jurídicas acordes a la institución en cuestión) que recojan de manera clara, sintética e inequívoca: (i) la dedicación del profesorado a los ámbitos de actuación: docencia, investigación, gestión y transferencia (no nos olvidemos del peso creciente de éste último recientemente); (ii) retribución, vinculada a ocupar determinadas categorías; como por dedicación ordinaria y extraordinaria (encargos específicos de gestión, docencia, investigación); (iii) promoción profesional y formación; (iv) entre otras. Por lo tanto, la seguridad jurídica juega un papel clave.

Ah, the perennial topics of workload and compensation. Faculty members are the backbone of any educational institution, but when the scales tip unfavorably between the workload and compensation, discontent brews. Example: Let's consider a dedicated professor who consistently goes above and beyond to provide quality education. However, if the institution fails to recognize and compensate this extra effort, it could lead to burnout and, eventually, attrition.

En el caso de México, encontramos un elemento diferenciador común: el negocio sobre el beneficio. Hoy los alumnos exigen maestros que entiendan el contexto actual, que trabajen, que estén actualizados, pero estos factores hacen que el costo del cuerpo docente sea incosteable para instituciones que deben bajar sus costos de cuotas ante la pérdida de alumnos, ya sea por situación económica o por el prestigio de la misma escuela. Es un hecho que el gran reto de los siguientes años será el lograr un correcto balance entre el negocio que representa a los colegios y una correcta compensación para los cuerpos docentes.

One of the chief complaints from professionals in Higher Education is a lack of clear career progression. Adding to this is the challenge that faculty and staff members tend to be overtaxed and feel minimally able to create direction in their own careers. Institutions (and mentors) can utilize career development strategies like life design to provide clarity and individualized career planning based on what faculty members value, and institutions or roles that may be a best fit.

Relacionado con el punto anterior, una normativa clara sobre progresión profesional - cambios de categorías por méritos docentes, de investigación o transferencia - y movilidad interdepartamental, intradepartamental o bien mediante estancias en otros centros (prof. visitante, p. ejemplo); ayuda enormemente a crear un proyecto de vida profesional ambicioso y adecuado. El acompañamiento de la institución, hecha la normativa, también es clave para hacerla efectiva y eficaz.

Faculty recruitment and retention is critical for universities to attract top talent and build strong programs. However, rigid hierarchies can limit mobility. Institutions should focus on creating cultures of growth, development, and collaboration. Offer opportunities like sabbaticals, training grants, mentorships, and lateral moves between departments or roles. Value all faculty contributions, not just research. Seek input on policies. Tend to faculty wellbeing and work-life balance. Foster communities where academics feel empowered in their career journeys, not boxed into narrow paths. With support structures and openness to new models, universities can better recruit and retain innovative educators.

In an era of constant change, the need for continuous career development is paramount. Faculty members crave opportunities for growth, both professionally and personally. The absence of clear career paths and limited mobility options can stifle enthusiasm. Example: Picture an ambitious lecturer keen on exploring new research horizons. Without proper support for sabbaticals or collaborative projects, this individual might feel constrained, impacting their long-term commitment to the institution.

México es un caso muy interesante, ya que en muchos casos, el alumnos viene de un nivel inferior sin tener claro ¿qué quiere estudiar? ¿a qué quiere dedicarse el resto de su vida? Y la realidad es que al entrar, la presión de casa por elegir una carrera nos da estudiantes que impulsan muy poco a la universidad a ofrecer mejores opciones y sobre todo, mejor información para cada estudiante que le deje claro ¿que puede esperar en su profesión y cuál es el futuro?

Always value internal talent. Do not underestimate the impact that not interviewing internal candidates who have taken initiatives to apply for a vacant post may have. Neglecting this opportunity not only risks losing their potential contributions but will in many cases will prompt them to seek opportunities elsewhere. By investing in the growth and development of internal talent, you not only empower individuals but foster a culture of loyalty, innovation, and excellence that propels both the individual and the organisation to greater heights.

Faculty recruitment and retention face common challenges such as stiff competition for top talent, limited budgets affecting competitive salaries, and demanding workloads impacting work-life balance. Attracting diverse candidates and creating an inclusive environment pose persistent hurdles. Additionally, addressing burnout concerns are crucial retention challenges. Limited professional development opportunities, especially for adjunct faculty matters. Successfully overcoming these challenges involves strategic planning, offering competitive compensation packages and providing ongoing professional growth opportunities to create a conducive academic environment that attracts and retains high-quality faculty members.

Beyond the conventional challenges lie a myriad of factors that influence faculty satisfaction and commitment. These could range from the effectiveness of communication channels within the institution to the availability of state-of-the-art teaching tools. Example: Think about a faculty member grappling with outdated technology hindering their ability to deliver engaging lectures. Investing in modern tools not only enhances the teaching experience but also demonstrates an institution's commitment to staying abreast of educational advancements.

Getting faculty to apply who match your needs is challenging. There's no problem getting a huge volume of applications, but getting the best match can be challenging. On the employer side, it's important to think about the job posting and especially the headline to draw in the candidates you want. From the candidate side, make sure someone reading your application can quickly determine you meet the criteria.

Recruitment in higher institutions can be affected by faulty procedures such as nepotism. In the event that this happens the best candidate may be compromised by doctored results. In some instances interest include political class or influential individual. On retention work environment encourages performance while lack of it discourages workers. Similarly faculty may consider changing an employer because of lack of growth or stagnation. Where this happens faculty considers other spaces where their personal needs are considered. It is prudent that employers taken keen interest on workers welfare