Across higher education, recruiting and retaining skilled trades talent has become one of the most urgent and persistent workforce challenges. As skilled trades pipelines shrink nationwide and longtime employees approach retirement, institutions are feeling increasing pressure to sustain campus operations with fewer qualified candidates available. Towson University is facing these realities head-on.
In a recent CUPA-HR webinar, Towson leaders Steve Jones (Chief Operating Officer/Chief Human Resources Officer), Jen Stano (Associate Vice President for Human Resources) and Michelle Joyce (Workforce Development Coordinator) shared the strategies they’ve implemented to strengthen both recruitment and retention — and the measurable impact those efforts are already having.
The Challenge: Aging Workforces and Shrinking Talent Pools
Towson’s experience reflected what many campuses are seeing: an aging trades workforce with deep institutional knowledge, fewer new workers entering the trades and steep competition in a low-unemployment region. Towson leaders emphasized that recruiting alone isn’t enough — without retention, even successful hiring becomes a revolving door.
This combination of demographic shifts and labor market pressures pushed Towson to rethink how it attracts and keeps skilled trades employees, especially in facilities roles critical to the student learning environment.
Strategy #1: A Referral Program That Speeds Hiring
One of Towson’s clearest early wins has been an employee referral program launched in 2023 — its first formal referral incentive of any kind. The university introduced tiered bonuses paid to eligible referring employees at key milestones: $250 at 90 days, $500 at six months, and $1,000 after one year of retention.
The program quickly produced results. In one year, 8% of applicants reported hearing about Towson through a referral, and 28% of those referrals were specifically for facilities roles. Most importantly, the time-to-fill for facilities positions was cut in half during the second half of 2024.
Towson also built safeguards to maintain integrity, including clear application instructions and strict policies that prevent retroactive referral claims or inappropriate referrals from supervisors or recruiters.
Strategy #2: Growing the Next Generation Through High School Partnerships
Towson is also investing in long-term workforce sustainability by building a high school pipeline right in its own neighborhood. Through a partnership with Towson High School’s work-based learning coordinator, students can work 10-20 hours per week while rotating through four trades: painting, carpentry, plumbing and electrical.
This exposure model has already led to tangible outcomes. One student was hired at Towson, while another discovered an interest in electrical work and entered a community college apprenticeship program.
In 2025, the program included two youth apprentices from technical schools completing 450-hour rotations, with HR playing a key role in onboarding minors safely and ensuring a smooth hiring experience for students stepping into their first campus jobs.
Strategy #3: Retention Through Mobility, Pay Transparency and Accountability
Towson’s retention work centers on creating real growth pathways and a culture of fairness. All jobs are posted — no waivers or quiet appointments — and internal mobility has become a core strength. In 2023, 50% of facilities openings were filled internally, and 73% of long-serving employees have moved into different roles over time.
On the compensation side, Towson conducts regular benchmarking using CUPA-HR data and twice-yearly pay audits to address compression. Over four years, facilities employees saw an average pay increase of 39%, compared with 28% from standard cost-of-living and merit increases alone.
Finally, the university is strengthening accountability through narrative, developmental performance reviews and an HR partner model that supports supervisors while reinforcing expectations. Leadership visibility, recognition and consistent standards have helped shift morale and culture.
Planting Seeds Now for Long-Term Workforce Strength
Towson University’s approach is a reminder that progress doesn’t always come from one sweeping fix. Instead, small, thoughtful investments — like empowering employees to refer talent, building partnerships with local schools and creating clear pathways for growth — can begin to shift outcomes over time. With senior leadership support and a willingness to adapt, institutions can plant the seeds today that will strengthen their skilled trades workforce for years to come.
Watch the Webinar Recording
Interested in learning more about Towson’s program? The full webinar recording and slide deck are available here.
More CUPA-HR Resources
The Higher Ed Skilled Craft Workforce — Explore data and insights on recruiting, supporting and retaining skilled craft employees who keep campus operations running safely and efficiently.
Transforming Your Talent Pipeline With a Professional Internship Program — Texas Christian University’s Story — Learn how TCU built a successful internship program that strengthens talent pipelines, supports student success and addresses workforce needs.
Six Strategies for Supporting the Non-Exempt Higher Ed Workforce — Discover practical strategies institutions can use to better support, engage and retain non‑exempt employees across campus roles.
Recruitment Toolkit — Essential tools, templates, and guidance to strengthen fair, effective and consistent recruitment practices across your institution.
Workforce and Succession Planning Toolkit — Actionable resources to prepare for talent gaps, plan future workforce needs and strengthen long‑term institutional stability.