Tag: workforce

  • What does our future workforce look like – and how are universities responding?

    What does our future workforce look like – and how are universities responding?

    • By Jamie Roberts, Policy Manager, and Aiste Viduolyte, PhD student intern at the Russell Group.

    To achieve the government’s ambitious aims of increasing growth and productivity, the UK will need a skilled workforce to match.

    All eight high-potential growth sectors identified by the government’s Industrial Strategy green paper will heavily rely on graduate skills – in particular the creative, digital and life sciences sectors, where over 70% of the workforce is made up of graduates. The government’s own forecasts show that the UK will need an additional 11 million graduates across the country by 2035, with 88% of new jobs being graduate-level.

    To meet these needs on both national and local levels, Russell Group universities are building on their existing partnerships with colleges, businesses and local authorities to make sure education remains as relevant and responsive as possible for graduates and employers alike. Our latest briefing paper, Local Partnerships to Deliver Skills, looks in more detail at the ways in which our universities collaborate with industry, local government and education providers.

    Here we explore three key characteristics of the UK future workforce – and how our universities are responding.

    1. Workers’ skills must keep pace with employers’ rapidly evolving needs

    The government is determined to get British business back to full health and has identified several growth-leading sectors in the Industrial Strategy green paper. These are likely to attract the most investment, but to generate productivity and deliver innovation, they will also need a workforce with the right set of skills – and these needs are evolving at speed.

    Not only will we need new graduates with the latest skills and knowledge, but also existing workers who can be upskilled and reskilled to make sure the workforce’s capabilities keep pace with rapidly changing technological developments and industry practices. This is why Russell Group universities partner with industry to shape course content, ensuring education and training are agile and responsive to each sector.

    Increasingly – now at 17 of our 24 universities – this includes degree apprenticeships, which give people opportunities to pivot or upskill at any stage of their career. Apprenticeships have become an essential pathway for delivering skills directly to industry at all levels, and almost 8,000 students enrolled on apprenticeships at Russell Group universities in 2023/24. At Queen’s University Belfast, for example, business partners such as PwC and construction firm Farrans are directly influencing apprenticeship course content and building talent streams in the areas where skills are most urgently needed, from digital software technology to civil engineering and building.

    More and more, this also means partnering with Small and Medium Enterprises (SMEs) which form the bedrock of the UK economy. At the University of Liverpool, the careers and employment service works with a network of local SMEs to support graduate recruitment and ensure that the university’s graduates are equipped not only with the specialist and technical know-how, but also essential soft skills to enhance what they can bring to local small businesses.

    2. Local workforces must meet each region’s specific needs, strengths and skills gaps

    Whether it’s fixing cold spots or supporting existing industry clusters, we can’t take a one-size-fits-all approach across the country. Local growth plans will be vital in shaping each region’s workforce needs.

    That’s why universities, as important anchor institutions in their towns, cities and regions, must be at the heart of these plans. Our members are already in active collaboration with local and combined authorities to research, understand and address local workforce needs – as part of City Deals, Civic University Agreements, or university involvement in local skills networks.

    In Manchester, the University has teamed up with Greater Manchester Combined Authority and four other regional university partners to develop the first ever city-region Civic University Agreement (GMCUA) in the UK. This model is transforming the relationship between the university sector and local government, allowing them to work together on mapping skills and opportunities, particularly in green skills, the creative sector, health and social care. Meanwhile in London, UCL’s partnership with the councils of Camden, Islington and Newham enables students to contribute to local research and policy, while granting residents access to data skills and literacy training to improve their employability and career prospects.

    3. Every workforce benefits from multiple educational pathways to build the best combination of skills and experience

    While growing the UK’s graduate workforce, it is important we remain cognisant of the wide variety of educational backgrounds and pathways in our communities, and maximise the strengths that different providers bring. We need to move toward a skills and education system that incentivises true collaboration. Partnerships between higher education and further education are invaluable and should acknowledge that further education colleges are not just feeder institutions. Building on existing collaboration will allow students the best of both worlds, while creating cohesive educational pathways that complement, rather than compete with each other.

    Through a mixture of academic and vocational training, our universities’ partnerships with our further education colleagues offer a broad range of expertise, which can support a variety of career options and cover the multitude of skills needed in each region.

    Working together makes sure we not only fulfil a broader range of skills and sectors but also support greater access to education for all. A co-ordinated system, where further and higher education are aligned, creates clearer pathways for people of all backgrounds and educational experiences to access higher-level qualifications. This generates more mechanisms by which we can upskill our workforce.

    A sustainable, highly skilled workforce is of course reliant on a stable, well-funded university system. which is one of the reasons the sector has been so keen to make government understand the scale and urgency of the financial challenges we’re facing. Simply put, the UK won’t have the right workforce to achieve its growth ambitions without considering the role of its universities.

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  • Overskilled and Underused? What PIAAC Reveals About the Canadian Workforce

    Overskilled and Underused? What PIAAC Reveals About the Canadian Workforce

    Before our show starts today, I just wanna take a minute to note the passing of Professor Claire Callender, OBE. For the last two and a half decades, she’s been one of the most important figures in UK higher education studies, in particular with respect to student loans and student finance. Holder of a joint professorship at UCL Institute of Education and Birkbeck University of London, she was also instrumental in setting up the ESRC Centre for Global Higher Education, of which she later became deputy director. I just want to quote the short obituary that her colleague Simon Marginson wrote for her last week after her passing from lung cancer. He said, “What we’ll remember about Claire is the way she focused her formidable capacity for rational thought on matters to which she was committed, her gravitas that held the room when speaking, and the warmth that she evoked without fail in old and new acquaintances.”

    My thoughts and condolences to her partner Annette, and to her children. We’ll all miss Claire. 


    I suspect most of you are familiar with the OECD’s Program for International Student Assessment, or PISA. That’s a triannual test of 15 year olds around the world. It tries to compare how teenagers fare in real world tests of literacy and numeracy. But you might not be as familiar with PISA’s cousin, the Program for International Assessment of Adult Competencies or PIAAC. To simplify enormously, it’s PISA, but for adults, and it only comes out once a decade with the latest edition having appeared on December 10th of last year. Now, if you’re like most people, you’re probably asking yourself, what does PIAAC measure exactly?

    PISA pretty clearly is telling us something about school systems. Adults, the subject of the PIAAC test, they’ve been out of school for a long time. What do test results mean for people who’ve been out of school for, in some cases, decades? And what kinds of meaningful policies might be made on the basis of this data?

    Today my guest is the CEO of Canada’s Future Skills Centre, Noel Baldwin. Over the past decade, both in his roles at FSC, his previous ones at the Council Minister of Education Canada, he’s arguably been one of the country’s most dedicated users of PIAAC data. As part of Canada’s delegation to the OECD committee in charge of PIAAC, he also had a front row seat to the development of these tests and the machinery behind these big international surveys. 

    Over the course of the next 20 or so minutes, you’ll hear Noel and I, both fellow members of the Canada Millennium Scholarship Foundation Mafia, discuss such issues as how the wording of international surveys gets negotiated, why we seem to be witnessing planet wide declines in adult literacy, what research questions PIAAC is best suited to answer, and maybe most intriguingly what PIAAC 3 might look like a decade from now.

    I really enjoyed this conversation and I hope you do too. Anyway, over to Noel.


    The World of Higher Education Podcast
    Episode 3.28 | Overskilled and Underused? What PIAAC Reveals About the Canadian Workforce

    Transcript

    Alex Usher (AU): Noel, some of our listeners might be familiar with big international testing programs like PISA—the Program for International Student Assessment. But what is the Program for the International Assessment of Adult Competencies? What does it aim to measure, and why?

    Noel Baldwin (NB): It’s somewhat analogous to PISA, but it’s primarily focused on working-age adults. Like PISA, it’s a large-scale international assessment organized by the OECD—specifically by both the education and labor secretariats. It’s administered on the ground by national statistical agencies or other government agencies in participating countries.

    PIAAC is mainly focused on measuring skills like literacy and numeracy. Over time, though, the OECD has added other skill areas relevant to the intersection of education and labor markets—things like digital skills, technology use, problem solving, and social-emotional skills.

    In addition to the assessment itself, there’s a large battery of background questions that gather a lot of demographic information—details about respondents’ work life, and other factors like health and wellbeing. This allows researchers to draw correlations between the core skills being measured and how those skills are used, or what kind of impact they have on people’s lives.

    AU: How do they know that what’s being measured is actually useful in the workplace? I mean, the literacy section is reading comprehension, and the math is sort of like, you know, “If two trains are moving toward each other, one from Chicago and one from Pittsburgh…” It’s a bit more sophisticated than that, but that kind of thing. How do they know that actually measures anything meaningful for workplace competencies?

    NB: That’s a good question. One thing to start with is that the questions build from fairly easy and simple tasks to much more complex ones. That allows the OECD to create these scales, and they talk a lot about proficiency levels—level one up to five, and even below level one in some cases, for people with the weakest skill levels.

    And while PIAAC itself is relatively new, the assessment of these competencies isn’t. It actually dates back to the early 1990s. There’s been a lot of research—by the OECD and by psychometricians and other researchers—on the connections between these skills and broader outcomes.

    The key thing to understand is that, over time, there’s been strong evidence linking higher literacy and numeracy skills to a range of life outcomes, especially labor market outcomes. It’s a bit like educational attainment—these things often act as proxies for one another. But the stronger your skills, the more likely you are to be employed, to earn higher wages, to avoid unemployment, and to be adaptable and resilient.

    And it’s not just about work. It extends to other areas too—life satisfaction, for instance. There are even some interesting findings about democratic participation and people’s perceptions of how their society is doing. So there are pretty strong correlations between higher-level skills and a variety of positive outcomes.

    AU: But, I can imagine that the nature of an economy—whether it’s more manufacturing-based or service-based—might affect what kinds of skills are relevant. So different countries might actually want to measure slightly different things. How do you get 50—or however many, dozens of countries—to agree on what skills to assess and how to measure them?

    NB: The point at which OECD countries agreed to focus on literacy and numeracy actually predates me—and it also predates a lot of today’s focus on more digitally oriented skills. It was a much more analog world when this started, and so literacy and numeracy made a lot of sense. At the time, most of the information people consumed came in some form of media that required reading comprehension and the ability to navigate text. And then, on the numeracy side, the ability to do anything from basic to fairly advanced problem solving with numbers was highly relevant. So I suspect that when this was being developed—through the 1980s and into the early 1990s—there was a high degree of consensus around focusing on those core skills.

    The development of the instruments themselves is also an international effort. It’s led by the OECD, but they work with experts from a range of countries to test and validate the items used in the assessment. Educational Testing Service (ETS) in the U.S. is quite involved, and there are also experts from Australia and Canada. In fact, Canada was very involved in the early stages—both through Statistics Canada and other experts—particularly in developing some of the initial tools for measuring literacy. So, the consensus-building process includes not just agreeing on what to measure and how to administer it, but also developing the actual assessment items and ensuring they’re effective. They do field testing before rolling out the main assessment to make sure the tools are as valid as possible.

    AU: Once the results are in and published, what happens next? How do governments typically use this information to inform policy?

    NB: I’ll admit—even having been on the inside of some of this—it can still feel like a bit of a black box. In fact, I’d say it’s increasingly becoming one, and I think we’ll probably get into that more as the conversation goes on.

    That said, different countries—and even different provinces and territories within Canada—use the information in different ways. It definitely gets integrated into various internal briefings. I spent some time, as you know, at the Council of Ministers of Education, and we saw that both in our own work and in the work of officials across the provinces and territories.

    After the last cycle of PIAAC, for instance, Quebec produced some fairly detailed reports analyzing how Quebecers performed on the PIAAC scales—comparing them to other provinces and to other countries. That analysis helped spark conversations about what the results meant and what to do with them. New Brunswick, for example, launched a literacy strategy shortly after the last PIAAC cycle, which suggests a direct link between the data and policy action.

    So there are examples like that, but it’s also fair to say that a lot of the data ends up being used internally—to support conversations within governments. Even since the most recent PIAAC cycle was released in December, I’ve seen some of that happening. But there’s definitely less in the public domain than you might expect—and less than there used to be, frankly.

    AU: Some of the findings in this latest PIAAC cycle—the headline that got the most traction, I think—was the fact that we’re seeing declines in literacy and numeracy scores across much of the OECD. A few countries bucked the trend—Canada saw a small decline, and parts of Northern Europe did okay—but most countries were down. What are the possible explanations for this trend? And should we be concerned?

    NB: I think we should be really aware. When it comes to concern, though, I’m always a bit hesitant to declare a crisis. There’s a lot of work still to be done to unpack what’s going on in this PIAAC cycle.

    One thing to keep in mind is that most of the responses were collected during a time of ongoing global turmoil. The data was gathered in 2022, so we were still in the middle of the pandemic. Just getting the sample collected was a major challenge—and a much bigger one than usual.

    With that caveat in mind, the OECD has started to speculate a bit, especially about the literacy side. One of the things they’re pointing to is how radically the way people consume information has changed over the past 10 years.

    People are reading much shorter bits of text now, and they’re getting information in a much wider variety of formats. There are still items in the literacy assessment that resemble reading a paragraph in a printed newspaper—something that just doesn’t reflect how most people engage with information anymore. These days, we get a lot more of it through video and audio content.

    So I think those shifts in how we consume information are part of the story. But until we see more analysis, it’s hard to say for sure. There are some signals—differences in gender performance across countries, for example—that we need to unpack. And until we do that, we’re not going to have a great sense of why outcomes look the way they do.

    AU: Let’s focus on Canada for a second. As with most international education comparisons, we end up in the top—but at the bottom of the top third, basically. It doesn’t seem to matter what we do or when—it’s always that pattern. Looking at global trends, do you think Canada stands out in any way, positively or negatively? Are there things we’re doing right? Or things we’re getting wrong?

    NB: Well, I’d say we continue to see something that the OECD points out almost every time we do one of these assessments: the gap between our top performers and our lowest performers is smaller than in many other countries. That’s often taken as a sign of equity, and I’d say that’s definitely a good news story.

    In the global comparison, we held pretty much steady on literacy, while many countries saw declines. Holding steady when others are slipping isn’t a bad outcome. And in numeracy, we actually improved.

    The distribution of results across provinces was also more even than in the last cycle. Last time, there was much more variation, with several provinces falling below the OECD or Canadian average. This time around, we’re more tightly clustered, which I think is another positive.

    If you dig a little deeper, there are other encouraging signs. For example, while the OECD doesn’t have a perfect measure of immigration status, it can identify people who were born outside a country or whose parents were. Given how different Canada’s demographic profile is from nearly every other participating country—especially those in Northern Europe—I think we’re doing quite well in that regard.

    And in light of the conversations over the past few years about immigration policy and its impacts across our society, I think it’s a pretty good news story that we’re seeing strong performance among those populations as well.

    AU: I know we’ll disagree about this next question. My impression is that, in Canada, the way PIAAC gets used has really changed over the last decade. The first round of PIAAC results got a lot of attention—StatsCan and the Council of Ministers of Education both published lengthy analyses.

    And maybe “crickets” is too strong a word to describe the reaction this time, but it’s definitely quieter. My sense is that governments just don’t care anymore. When they talk about skills, the narrative seems focused solely on nursing and the skilled trades—because those are seen as bottlenecks on the social side and the private sector side.

    But there’s very little interest in improving transversal skills, and even less knowledge or strategy about how to do so. Make me less cynical.

    NB: Well, it’s funny—this question is actually what kicked off the conversation that led to this podcast. And I’ll confess, you’ve had me thinking about it for several weeks now.

    One thing I want to distinguish is caring about the skills themselves versus how the data is being released and used publicly. There’s no denying that we’re seeing less coming out publicly from the governments that funded the study. That’s just true—and I’m not sure that’s going to change.

    I think that reflects a few things. Partly, it’s the changed fiscal environment and what governments are willing to pay for. But it’s also about the broader information environment we’re in today compared to 2013.

    As I’ve been reflecting on this, I wonder if 2012 and 2013 were actually the tail end of the era of evidence-based policymaking—and that now we’re in the era of vibes-based policymaking. And if that’s the case, why would you write up detailed reports about something you’re mostly going to approach from the gut?

    On the skills side, though, I still think there’s an interesting question. A few weeks ago, I felt more strongly about this, but I still believe it’s not that governments don’t care about these foundational skills. Rather, I think the conversation about skills has shifted.

    We may have lost sight of how different types of skills build on one another—starting from foundational literacy and numeracy, then layering on problem-solving, and eventually reaching digital competencies. That understanding might be missing in the current conversation.

    Take the current moment around AI, for example. Maybe “craze” is too strong a word, but there’s a belief that people will become great at prompt engineering without any formal education. Mark Cuban—on BlueSky or wherever, I’m not sure what they call posts there—made a point recently that you won’t need formal education with generative AI. If you can get the right answers out of a large language model, you’ll outperform someone with an advanced degree.

    But that completely overlooks how much you need to understand in order to ask good questions—and to assess whether the answers you get are worth anything. So we may start to see that shift back.

    That said, you’re right—there has definitely been a move in recent years toward thinking about workforce issues rather than broader skill development. And that may be a big part of what’s going on.

    AU: What do you think is the most interesting or under-explored question that PIAAC data could help answer, but that we haven’t fully investigated yet? This dataset allows for a lot of interesting analysis. So if you could wave a magic wand and get some top researchers working on it—whether in Canada or internationally—where would you want them to focus?

    NB: First, I’ll just make a small plug. We’ve been working on what we hope will become a PIAAC research agenda—something that responds to the things we care about at the Future Skills Centre, but that we hope to advance more broadly in the coming weeks and months. So we are actively thinking about this.

    There are a bunch of areas that I think are really promising. One is the renewed conversation about productivity in Canada. I think PIAAC could shed light on the role that skills play in that. The Conference Board of Canada did a piece a while back looking at how much of the productivity gap between Canada and the U.S. is due to skill or labor factors. Their conclusion was that it wasn’t a huge part—but I think PIAAC gives us tools to continue digging into that question.

    Another area the OECD often highlights when talking about Canada is the extent to which workers are overqualified or overskilled for the jobs they’re in. That’s a narrative that’s been around for a while, but one where I think PIAAC could offer deeper insights.

    It becomes even more interesting when you try to link it to broader labor supply questions—like the role of immigration. Some people have suggested that one reason Canada lags in things like technology integration or capital investment is that we’ve substituted skilled labor for that kind of investment.

    With PIAAC, we might be able to explore whether overqualification or overskilling is connected to the way we’ve managed immigration over the last couple of decades.

    So, there are a few areas there that I think are both relevant and under-explored. And of course, on the international side, you’re right—we should be looking for examples of countries that have had success, and thinking about what we can emulate, borrow from, or be inspired by.

    AU: I don’t know if either of us wants to still be doing this in 10 years, but if we were to have this conversation again a decade from now, what do you think—or hope—will have changed? What will the long-term impact of PIAAC Cycle 2 have been, and how do you think PIAAC 3 might be different?

    NB: Well, I think I need to say this out loud: I’m actually worried there won’t be a PIAAC 3.

    We’re recording this in early 2025, which is a pretty turbulent time globally. One of the things that seems clear is that the new U.S. administration isn’t interested in the Department of Education—which likely means they won’t be interested in continuing the National Center for Education Statistics.

    And like with many international initiatives, the U.S. plays a big role in driving and valuing efforts like PIAAC. So I do worry about whether there will be a third cycle. If it happens without U.S. participation, it would be a very different kind of study.

    But I hope that in 10 years, we are talking about a robust PIAAC 3—with strong participation from across OECD countries.

    I also hope there’s continued investment in using PIAAC data to answer key research questions. It’s just one tool, of course, but it’s a big one. It’s the only direct assessment of adult skills we have—where someone is actually assessed on a defined set of competencies—so it’s really valuable.

    For an organization like ours, which is focused on adult skills in the workforce, it’s up to us to push forward and try to get answers to some of these questions. And I hope the research we and others are doing will find its way into policy conversations—especially as we think about how workforce needs, skills, and the broader economy are going to change over the next decade.

    It would be a wasted opportunity if it didn’t.

    AU: Noel, thanks so much for being with us today.

    NB: Thanks Alex.

    *This podcast transcript was generated using an AI transcription service with limited editing. Please forgive any errors made through this service. Please note, the views and opinions expressed in each episode are those of the individual contributors, and do not necessarily reflect those of the podcast host and team, or our sponsors.

    This episode is sponsored by Studiosity. Student success, at scale – with an evidence-based ROI of 4.4x return for universities and colleges. Because Studiosity is AI for Learning — not corrections – to develop critical thinking, agency, and retention — empowering educators with learning insight. For future-ready graduates — and for future-ready institutions. Learn more at studiosity.com.

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  • Six Strategies for Supporting the Non-Exempt Higher Ed Workforce

    Six Strategies for Supporting the Non-Exempt Higher Ed Workforce

    by Julie Burrell | April 23, 2025

    Non-exempt staff make up more than a quarter of the higher ed workforce and provide frontline support to the campus community. They are the electricians, safety and security staff, custodians, office assistants, food service workers, and others who power higher ed’s day-to-day operations.

    This vital workforce has also been shrinking. New research from CUPA-HR has shown a 9% decrease in the full-time non-exempt workforce since 2017, and an 8% decrease in the part-time non-exempt workforce during the same period.

    It’s more important than ever to support your non-exempt employees by preventing burnout and bolstering work-life balance. Retention and recruitment must also remain a priority, with turnover rates for hourly non-exempt workers persistently high.

    Here are six ideas for strengthening your employee value proposition for this key segment of the higher ed workforce.

    Create Internal Career Pathways

    Career growth is a key factor in employee satisfaction. Review your learning, development and promotion opportunities to ensure they provide pathways for all employees and are accessible to those who work outside of traditional office hours.

    Upskilling non-exempt employees is also critical. Encourage managers and supervisors to identify who might step up to fill critical roles and who might need additional skills, certifications and competencies.

    Don’t forget to include non-exempt employees in succession planning. Particular attention should be given to skilled craft staff, an area where the decreasing number of employees over the age of 55 might signal a potentially critical pipeline challenge.

    Resource Spotlight: Hocus Pocus, Time to Focus: Innovative Career Development for Staff is an on-demand webinar detailing how the University of Tennessee Knoxville HR team built an innovative new career development unit. And learn how the University of Texas at Dallas’ BRIGHT leaders program uses a flexible model that encourages all employees to lead from where they are. 

    Prioritize Pay

    Continue periodic pay equity reviews and work toward pay equity for all employees. Our research into the non-exempt workforce has found that women of all races/ethnicities continue to be paid less than White men who hold the same non-exempt staff positions.

    Resource Spotlight: Reserve your spot in the upcoming CUPA-HR webinar Transitioning From a Broadband to a Market-Based Pay Structure to learn how University of Pittsburgh leaders replaced a 25-year-old classification system with a market-based job and compensation framework, including FLSA status adjustments. And learn about Maricopa Community College District’s strategic compensation plan in this two-part series on implementing a living wage strategy and establishing internal pay equity and market alignment.

    Provide Flexibility When Possible

    Many non-exempt staff need to be on campus to provide critical, in-person support to students and colleagues. But during the slower summer months, consider offering summer Fridays (either full or half-days off) and/or the option of longer shifts in exchange for fewer days per week worked.

    For office employees, no-meetings Fridays set employees up for a successful Monday, ensuring they can wrap up their week and head into their weekend with less stress.

    Last year, turnover was the highest among part-time hourly employees, at a rate of 25%. For this group, provide — and advertise — hours that support working parents and caregivers.

    Tout Your Benefits

    For both potential and current employees, benefits can be a key difference in recruitment and retention.

    Do you offer competitive matching retirement contributions? Tuition benefits for employees and their families? Competitively priced health insurance? Prominently feature these benefits in your job recruitment materials. And partner with educational consultants from your retirement and insurance plans to make your current employees aware of their benefits.

    Are outdated policies inadvertently causing turnover? Periodically review policies to increase benefits at no cost. For example, if your probationary period doesn’t allow sick leave, you may be losing recently onboarded staff.

    Prevent Burnout

    Because the non-exempt workforce is shrinking, it’s critical to avoid the overwork trap. Expecting non-exempt employees to do the work of multiple people can negatively impact job satisfaction.

    What work might be discontinued or altered to adjust to less availability of staff? What work might be outsourced to help close the gap between staff availability and required work? Reductions in staffing should always be reviewed to determine what ongoing work is feasible and what work must be changed or eliminated.

    Boost Culture

    In addition to good benefits, culture is higher ed’s competitive advantage in the labor market.

    Are both part-time and full-time non-exempt staff regularly being recognized for their work? Recognition is one of the lowest-cost retention tools that remains underused in higher ed overall. Examine how your HRIS and social media channels can be used to highlight consistently excellent employees.

    Consider incorporating budget-friendly employee get-togethers into your campus routines, such as ice cream socials or pizza parties.

    Resource Spotlight: Learn how to audit and boost your recognition program in Recalibrating Employee Recognition in Higher Education.

    Explore more recommendations and the full data on the non-exempt workforce in CUPA-HR’s report, The Non-Exempt Higher Education Staff Workforce: Trends in Composition, Size, and Pay Equity.

     



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  • Did union fights for better conditions unintentionally casualise the workforce? – Campus Review

    Did union fights for better conditions unintentionally casualise the workforce? – Campus Review

    A new research paper has investigated the factors that have “legitimised” the creation and acceptance of a casual academic workforce in Australia.

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  • 4 ways community colleges can boost workforce development

    4 ways community colleges can boost workforce development

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    SAN DIEGO — How can community colleges deliver economic mobility to their students?

    College leaders at this week’s ASU+GSV Summit, an annual education and technology conference, got a glimpse into that answer as they heard how community colleges are building support from business and industry and strengthening workforce development.

    These types of initiatives may be helping to boost public perception of the value of community colleges vs. four-year institutions. 

    Last year, 48% of surveyed Americans said they had high confidence in community colleges, compared with just 33% who said the same about four-year colleges, according to a Gallup poll. Moreover, policy analysts often view community colleges as an engine to increase workforce development — though some still say these institutions could do more to help their students. 

    Below, we’re rounding up four takeaways from community college experts about how these institutions can take steps to boost workforce development. 

    Bring industry into policy advocacy

    In 2023, Texas enacted a new outcomes-based funding formula for the state’s community colleges — a change that came with a $683 million price tag. Rather than basing funding primarily on enrollment, the state now ties the majority of its allocation to performance-based measures, such as how many credentials colleges award in high-demand fields. 

    As a result of the change, the state’s community colleges saw funding increases in fiscal 2024 ranging from $70,000 to $2.9 million, The Texas Tribune reported last month.

    Ray Martinez, president and CEO of the Texas Association of Community Colleges, said unified advocacy from the state’s community college leaders helped the measure gain widespread support from lawmakers. 

    Community college leaders also drummed up support from businesses to help get the new funding model over the finish line, Martinez said. 

    “We needed business leaders. We needed K-12 leaders,” Martinez said. “We needed other stakeholders to engage with us and to go to their members, to go to the folks that they knew at the Legislature, and say, ‘This is what we need for economic development and for future economic growth of our state.’”

    Look to industry to help create curriculum

    It’s not enough for community colleges to merely have business and industry representatives on their advisory councils, Martinez said. Institutions need to forge deeper relationships with these stakeholders, including by having them help craft curriculum for workforce education programs. 

    Although workforce education programs make up about a quarter of Texas community colleges’ overall offerings, that share is rapidly growing relative to academic programs under the state’s new performance-based funding formula, Martinez noted. 

    “I’m not sure you can single out an industry that is not changing rapidly because of technology or other reasons,” Martinez said. “If you are not engaging with employers in that constant loop of information, you’re missing out as a college.” 

    Focus on stackable credentials

    At Miami Dade College in Florida, leaders are focused on stackable credentials that can be linked together to form an academic pathway.

    Stackable credentials represent the “blurring of credit and noncredit,” said Madeline Pumariega, president of Miami Dade College

    “Nobody wakes up in the morning and says, ‘I want to go take a noncredit course,” Pumariega said. Instead, they seek out the quickest training available to land a certain job, she said. 

    But after students complete that noncredit training, it’s key for community colleges to return to them and say, “‘Great, we got you that training, but you’re now a quarter of the way there for a college credit certificate,’” Pumariega said. When students finish a certificate, college leaders can then offer them an associate degree before suggesting a bachelor’s program, Pumariega said.

    Don’t try to be a university

    Community college leaders have at times strived for their institutions to be more like their neighboring four-year universities, said Eloy Ortiz Oakley, president and CEO of College Futures Foundation, which aims to boost credential attainment in California. 

    “When I started out at community colleges, we were always looking to our sister university,” said Oakley, who previously served as chancellor of the California Community Colleges system. “Well guess what, folks? They need to be more like us now. Okay? They need to be opening their doors to regular working class Americans.” 

    Community colleges were built to generally serve 100% of students that apply, Oakley noted. 

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  • House Education and Workforce Committee Holds Hearing on NLRB and Student Athletes

    House Education and Workforce Committee Holds Hearing on NLRB and Student Athletes

    by CUPA-HR | April 10, 2025

    On April 8, the House Education and Workforce Committee held a hearing titled, “Game Changer: The NLRB, Student-Athletes, and the Future of College Sports.” The hearing focused on the employment classification status of student athletes at institutions of higher education.

    The witnesses at the hearing included Daniel L. Nash, shareholder at Littler; Morgyn Wynne, former softball student athlete at Oklahoma State University; Ramogi Huma, executive director at the National College Players Association; and Jacqie McWilliams Parker, commissioner at the Central Intercollegiate Athletic Association.

    Majority Concerns with Employee Classification

    Republican committee members argued that the classification of student athletes as employees could alter college athletics to the detriment of institutions and student athletes alike. Confirmed by witness testimony, the majority discussed that employee classification for and unionization by student athletes could trigger unintended consequences for the athletes, such as fewer benefits, losing scholarships based on poor performance, having scholarships taxed as taxable income, and losing training support, mental health services, and media and career support. Further, they highlighted that employee classification could strain athletic department resources; McWilliams Parker stated that athletic departments would need to consider whether they could continue to sustain certain sports and provide scholarships to students.

    The majority also discussed the legislative and regulatory landscape surrounding this issue. In his opening statement, Chair Rick Allen (R-GA) discussed the memo from former General Counsel of the National Labor Relations Board (NLRB) Jennifer Abruzzo regarding the Biden-era NLRB’s position that student athletes are employees and are afforded statutory protections under the National Labor Relations Act (NLRA). Notably, the memo has since been revoked by the Trump administration’s acting general counsel at the NLRB. Further, in response to questioning from the chair of the full committee, Tim Walberg (R-MI), Nash clarified that existing labor laws are clear that revenue received by an organization is not a factor in determining employee status.

    Representative Lisa McClain (R-MI) also discussed her bill, the Protecting Student Athletes Economic Freedom Act, which would codify into law that student athletes are not employees of institutions, athletic conferences or athletic associations, as a solution to the majority’s concerns.

    Minority Argue for Greater Protections for Student Athletes

    Committee Democrats argued that student athletes require greater protection from exploitation. They argued that student athletes generate revenue for their institutions of higher education, conferences and the National Collegiate Athletic Association (NCAA), but fail to be compensated for their work and the amount of time they commit to their team. The members claimed that classifying student athletes as employees and allowing those athletes to collectively bargain would end the exploitation. Huma’s testimony supported committee Democrats advocating that student athletes should be equally able to benefit financially from the revenue they generate.

    CUPA-HR will monitor for future developments on the status of student athletes as discussed during this hearing and keep members apprised of significant policy updates.



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  • The Non-Exempt Staff Workforce in Colleges and Universities Is Shrinking

    The Non-Exempt Staff Workforce in Colleges and Universities Is Shrinking

    by CUPA-HR | April 8, 2025

    New research from CUPA-HR shows that the number of non-exempt* staff employees in higher education has been on a steady decline for the past several years. In the newest workforce trends report, The Non-Exempt Higher Education Staff Workforce: Trends in Composition, Size, and Equity, CUPA-HR examines the makeup of and trends in the higher ed non-exempt staff workforce from 2016-17 to 2023-24.

    One of the more notable findings: Since 2017, there has been a 9 percent decrease overall in the full-time non-exempt staff higher ed workforce. Part-time staff employee numbers have also fallen — down 8 percent in that same time period. The most significant downward trend began in 2020 (the onset of the COVID-19 pandemic), with decreases for both full-time (-3.3 percent) and part-time (-17.2 percent) staff.

    Some of the other key findings highlighted in the report:

    • Fewer non-exempt staff are age 55+. Non-exempt staff are slightly younger than they were pre-pandemic, and the proportion that is age 55+ has steadily declined from a high of 34% in 2019-20 to 31% in 2023-24.
    • Women make up 59% of the non-exempt staff workforce. They are best represented among office and clerical staff. Women in non-exempt positions are paid $.96 for every dollar White men are paid. Pay equity is lowest for Black ($0.92) and Hispanic ($0.94) women.
    • People of color make up 33% of the non-exempt workforce. This representation is much higher than in any other segment of the workforce, including administrators, faculty and professionals.
    • Women and Black staff experience multiple layers of inequity among non-exempt staff. They are better represented in the lowest-paying positions (e.g., dishwasher, custodian) than among the highest-paying positions (e.g., metalworker, electrician lead). They also have lower representation in lead positions than in non-lead positions.

    Read the report and explore this data with interactive graphics.


    *A non-exempt employee is one that is covered by (not exempt from) the Fair Labor Standards Act. As such, they are required to be paid overtime for every hour worked over 40 hours per week. Non-exempt staff must track their hours and be paid at least the federal minimum hourly wage. Examples of non-exempt staff in higher education include electricians, police officers, photographers, custodians, office assistants and food service workers.



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  • House Education and Workforce Committee Holds Hearing on FLSA Modernization

    House Education and Workforce Committee Holds Hearing on FLSA Modernization

    by CUPA-HR | March 27, 2025

    On March 25, the House Education and Workforce Subcommittee on Workforce Protections held a hearing titled “The Future of Wage Laws: Assessing the FLSA’s Effectiveness, Challenges, and Opportunities.” The hearing focused on several bills aimed at modernizing the Fair Labor Standards Act (FLSA), including legislation to amend overtime pay requirements on compensatory time and regular rate of pay and to provide clarity on independent contractor status under the FLSA.

    The witnesses at the hearing included Tammy McCutchen, senior affiliate at Resolution Economics; Paige Boughan, senior vice president and director of human resources at Farmers and Merchants Banks (on behalf of the Society for Human Resource Management); Andrew Stettner, director of economy and jobs at the Century Foundation; and Jonathan Wolfson, chief legal officer and policy director at Cicero Institute.

    Compensatory Time

    Committee members and witnesses discussed the Working Families Flexibility Act, which would allow private sector employers, including private institutions, to offer employees the choice of compensatory time or cash wages for overtime hours worked. Currently, the FLSA only allows for employees working for the public sector, including public institutions, to choose compensatory time or cash compensation for overtime hours worked.

    Chair of the Education and Workforce Committee Tim Walburg (R-MI) expressed his support for a bill like the Working Families Flexibility Act, as it would allow employees to choose which form of compensation best suits their needs. On the other side of the aisle, Rep. Mark Takano (D-CA) argued that offering compensatory time is an attempt to force workers to work more hours for free.

    CUPA-HR submitted a letter for the record prior to the hearing in support of the Working Families Flexibility Act. The letter highlights our past support for the legislation as introduced in previous Congresses. It also draws from CUPA-HR President and CEO Andy Brantley’s testimony for a 2013 Workforce Protections Subcommittee hearing in support of compensatory time. In his testimony, he provided examples of instances where employees benefited from the option of such overtime compensation, which he witnessed while working as an HR leader at a large public university.

    Regular Rate

    The hearing also discussed the Empowering Employer Child and Elder Care Solutions Act, which would exclude the value of employer-funded child or dependent care benefits from the regular rate calculation. The FLSA requires that overtime hours are paid at one-and-one-half times the employee’s regular rate of pay, which is an average hourly rate that includes certain types of compensation.

    During the hearing, Rep. Mark Messmer (R-IN) argued that the regular rate calculation that is currently used to determine overtime pay discourages employers from offering certain benefits. McCutcheon stated that legislation like the Empowering Employer Child and Elder Care Solutions Act would encourage employers to offer more benefits as they would no longer face burdensome overtime pay calculations.

    Independent Contractor Status

    During the hearing, committee members and witnesses also discussed the Modern Worker Empowerment Act (H.R. 1319), which would establish a new standard for defining an employee and an independent contractor under the FLSA. Specifically, the legislation would implement language that states workers are employees if the employer controls what work will be done and how it will be done, and workers are independent contractors if the entity under which the worker works does not exercise significant control over how the work is performed, among other things.

    Rep. Kevin Kiley (R-CA), who introduced the bill in early February, stated that the Modern Worker Empowerment Act was needed to ensure protections for independent contractors in the FLSA. Wolfson pointed to a 2019 California law, AB 5, which implemented an “ABC” test for worker classification and stated that businesses stopped working with freelancers as a result of the law. McCutcheon explained that the Modern Worker Empowerment Act provides clarity when determining worker classification status by focusing on who controls the work being done, unlike California’s ABC test which she claimed was too complicated.

    Ranking Member of the Education and Workforce Committee Bobby Scott (D-VA) opposed the Modern Worker Empowerment Act, claiming that workers do not want to be independent contractors and that employers force workers to accept independent contractor status, thus saving employers money.

    The House Education and Workforce Committee will continue to consider these bills as they are reintroduced and marked up during the 119th Congress. CUPA-HR will monitor for future developments on the bills discussed during this hearing and keep members apprised of significant updates.



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  • Embracing Workforce Diversity in Higher Education for a Sustainable Future

    Embracing Workforce Diversity in Higher Education for a Sustainable Future

    • Professor Antony C. Moss is Pro Vice Chancellor Education and Student Experience at London South Bank University.

    The recent announcement from Universities UK that it will be setting up a taskforce to look at efficiency and transformation across the higher education sector is very welcome, if not long overdue. As our sector faces existential challenges regarding financial sustainability, it is absolutely right that we look more critically at the way we organise ourselves and run our institutions. This means more than looking at shared professional service models, moving IT systems into the cloud, or diversifying income streams. The argument I want to develop here is that we desperately need a more diverse workforce to support a higher education sector which serves a far broader purpose for society than it did when our current workforce model was first established.

    The Uneven Growth of the Higher Education Sector

    It is a fascinating exercise to visualise the growth of the UK higher education sector over time. Robbins reported the total number of full-time UK students in 1960 was just short of 200,000. Fast forward to the latest data available via the Higher Education Statistics Agency, and in 2022/23, that number has grown to almost three million. While that 1960 figure does not include student numbers enrolled in the polytechnics of the day (which of course mostly became universities in 1992, stimulating a sudden burst of growth in student numbers), this remains an extraordinary expansion by any standard.

    As a sector, we have weathered much criticism in recent years regarding the extent to which we are recruiting too many students. While this might be a tempting conclusion given the figures cited above, it is worth keeping in mind that the needs of our labour market have also changed dramatically since 1960. For example, in 2021/22, over 160,000 of the 2.25 million students in higher education that year were studying towards a nursing qualification. In other words, the nursing student population of 21/22 equates to more than three-quarters of the entire full-time UK university student population in 1960. We all benefit from advancements in modern medicine, but this requires us to invest in a workforce with an ever-increasing level of technical knowledge and skill. This same argument could be made for the workforce in many other sectors of our economy, and so we should continue to expect expansion and diversification of our education sector to support the types of jobs and skillsets required for the future.

    While we might debate and reflect on the number of students entering higher education, it is less common to hear debates and discussions on the size of the workforce who are the backbone of our own sector. While I have been unable to locate accurate workforce data as far back as 1960, the Higher Education Statistics Agency have published data from 2005/6. At that time, UK higher education providers employed a total of 355,410 staff, of which 164,875 were in academic roles. Moving ahead to 2022/23, we now employ 480,845 staff, of whom 240,420 are in academic roles. In itself, this is a significant workforce expansion – a total increase in staffing of over a third, and a 50% increase in academic staff numbers over a 17-year period. Or in more human terms, that is a net increase of 75,545 full-time equivalent academic staff.

    What is perhaps most remarkable is that this expansion of our workforce has been, at a national level, an organic process. We have no whole-sector workforce plan and no sector-wide discussion around the shape and size of the workforce we need in 5, 10, or 25 years’ time. In their 2021 review of HE sector workforce changes, Alison Wolf and Andrew Jenkins illustrated both the expansion and changing shape of the sector workforce but also demonstrated that this has been largely reactive and not driven by a clear set of principles or plans.

    The reason this all matters in the context of discussions about financial sustainability is that the expansion of the higher education sector has been uneven in terms of the growth of our different areas of activity. As illustrated in Figure 1, over the past ten years, the overwhelming majority of our income growth has been linked to teaching.

    Figure 1: Income of UK Higher Education Providers by income type and academic year (£ millions)

    From a workforce perspective, with teaching income rising sharply against relatively stable income for research, it would be reasonable to assume that the additional 75,454 academic staff noted above would be almost entirely focused on teaching. However, the best available data we have on the proportion of time spent by academics on different activities – the Transparent Approach to Costing (TRAC) returns published by the Office for Students – shows that there has been almost no change in the proportion of academic staff time spent on research activity. For years where there are comparable TRAC data, we can see that in 18/19, research activity accounted for 35.3% of academic activity, while in 22/23 that figure was 34.1% (and from Figure 1, we can see that teaching-related income grew over this period by over £7bn, while research income only grew by £821m). If research income to the sector had been growing at the same rate as teaching income, these figures would not be a concern – but that is very clearly not the case.

    One interpretation of these figures could simply be that this is how higher education has always operated. Tuition fees are, in part, spent on recruiting academic staff, and academics are typically recruited on contracts which include an expectation of them engaging in research and scholarly activities. Moreover, the argument goes, this is fundamental to the mission of universities, which is not solely to teach degree courses but also to generate new knowledge.

    This argument is flawed, however, due to a decade of tuition fee freezes set alongside the massive growth in student numbers, which far outstrips growth in research-related income. Our workforce model cannot simply continue growing in a linear fashion while the demands and expectations placed on the workforce are changing as significantly as they have. To provide an analogy, if the government were to announce a massive boost in research funding for universities, and the sector were to respond to this by indicating that around a third of this money would actually be spent on teaching, I would expect eyebrows to be raised across the board. But this is precisely what we have been doing, over a long period of time, in relation to teaching-related income.

    Developing a Workforce Model for the Future

    As noted above, our sector does not have a workforce plan; we have essentially grown our workforce using traditional contract types and workload models. On the other hand, the NHS Long Term Workforce Plan is an example of taking a whole-sector approach to reflect on workforce needs for a large and complex sector. Importantly, the plan proposes a significant expansion of its workforce, which will depend heavily on the capacity and ability of our further and higher education sectors to deliver. This does not simply entail the expansion of current training routes for existing professions, but the diversification of the types of qualification we offer, and continued development of curricula to ensure the skills being taught reflect long-term workforce needs.

    There are many examples of other sectors and, indeed, government departments developing workforce plans and strategies which similarly rely upon the capacity and expertise of further and higher education institutions to fulfil education and training needs. What is invariably missing from such plans is any meaningful reflection on the assumptions made about the capacity and structure of our tertiary education sector. Shortages in teachers can be addressed by funding more training, but are we confident that we have a large enough workforce of teacher-educators to meet this demand? Similarly for nurses, doctors and allied healthcare professionals and, indeed, for any other sector who may be assuming that the tertiary sector is ready and waiting to absorb a continued expansion of students to meet their own future workforce needs.

    Moving beyond subject expertise and whether we can simply recruit a large enough workforce to teach, the higher education sector has also changed beyond recognition in terms of the range of qualifications we offer. The three-year undergraduate degree remains the most common study route, but higher education providers now also offer degree apprenticeships, higher technical qualifications, and a growing number of professional and technical qualifications which are quite different to traditional university study. These differences arise due to the type of students they attract, the content of the qualifications themselves, and also the very different regulatory frameworks which underpin their delivery and monitoring.

    These changes place a very different set of needs and expectations on our workforce – both academic and professional services colleagues. Degree apprenticeship programmes require a different pedagogic approach to a traditional undergraduate degree, and come with a significant set of additional regulatory expectations. Very few academics will have ever encountered the Education and Skills Funding Agency prior to the growth of apprenticeships standards, and Ofsted was the regulator of everyone except us (outside of university education departments). These changes are not trivial, but they have happened rapidly, and without overt consideration of the way we need to support, develop and expand our own workforce.

    While 1960s higher education was, in relative terms, a fairly monolithic sector, today’s higher education sector is extraordinarily diverse and delivers massive economic and societal benefits, which are incomparable to the past. Our sector has changed, and I would strongly argue it has changed for the better. However, in the current climate of deep financial challenge, we must also reflect critically on the way we develop and diversify our own workforce. This, in my view, means stepping outside the well-trodden path of introducing so-called ‘teaching only contracts’ for academics – essentially, academic contracts where the focus is on professional practice and pedagogic leadership, which still retain a career pathway through to the highest academic ranks. Rather, we need to invest in developing a new segment of our workforce, of expert educators who are specialised in areas such as skills development and technical education. If done well, this has the potential to deliver a range of benefits:

    1. Stabilising the financial precarity of our sector. When teaching income is rising faster than research income, we need to ensure we are not disproportionately growing the cross-subsidy of research from teaching income (while recognising that some degree of cross-subsidy is part of the higher education funding model).
    2. Improving the quality of education. By developing more specialised roles within the sector, we can deliver better experiences and outcomes for students, and ensure that they are better able to succeed beyond their time in higher education.
    3. Improving working conditions for all staff. Through the creation of more specialised roles and career pathways which are better aligned to the needs of the sector as a whole.
    4. Supporting our national ambitions for Growth and Skills. As Skills England looks at our future workforce needs, it is critical that we have a stable and high-performing education sector to educate and train the workforce. We cannot continue to take for granted that our education sector can organically bend itself to meet changing industrial and economic needs, without a strategy to support the reforms which will be required.

    Universities UK and its taskforce on efficiency and transformation should, I suggest, prioritise a review of our underpinning workforce model to ensure that we are collectively fit for the future. But this work cannot happen in isolation. Our sector will be able to respond more effectively to changing demands if we work together with Skills England and the Department for Education to better understand the role that higher education can play in delivering on national ambitions for growth and skills development.

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  • How universities can fix health workforce shortages

    How universities can fix health workforce shortages

    A panel of experts discuss the health workforce crisis at the UA Solutions Summit 2025. Picture: UA

    Three Australian healthcare experts last week told universities how to solve the biggest challenges and possible solutions to a number of issues.

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