Employee retention has always been a balancing act for higher ed HR leaders, and The CUPA-HR 2025 Higher Education Employee Retention Survey shows they’re still walking a fine line. One in four higher ed employees say they are likely or very likely to look for another job in the coming year, and over half (56%) of that group says they’ve submitted at least one job application.
Yet, CUPA-HR data show that common retention incentives like recognition, a flexible work environment and career development are not as widely used as they could be — or as common as employees want. Institutions are better positioned to retain their talent when they implement these proven tools alongside traditional benefits.
Recognition That Resonates
Recognition came through in the survey as both a powerful and underutilized retention incentive. Higher ed employees do report receiving informal recognition — the most common retention incentive reported in the survey — but this low-cost strategy for employee retention is still only received by 72% of employees. Formal recognition is rarer, reported by only 11% of employees.
Consider broadening recognition practices so that they are timely, specific and tied to institutional values. Peer-to-peer kudos programs, recognition moments at staff meetings and supervisor shout-outs in newsletters can spotlight contributions that otherwise go unseen. Recognition doesn’t have to be elaborate to be meaningful; what matters is that employees know their work is valued.
Explore the Employee Recognition Toolkit.
Higher ed employees were asked which retention incentives they experienced in the past year.
Show the Next Rung on the Career Ladder
The 2025 survey underscores what many HR leaders already know: lack of advancement opportunities is a primary reason employees are considering other opportunities. Nearly half (44%) of respondents said they disagree that there are clear pathways for career growth at their institutions.
Employees want to know where they can go next and what skills will get them there. HR can take the lead by developing job families that outline progression opportunities, spotlighting internal mobility programs and ensuring professional development resources are accessible and visible. Supervisors should be encouraged to have career conversations with staff outside of annual performance reviews, positioning growth as an ongoing dialogue rather than a once-a-year discussion. Conducting stay interviews is an effective way to facilitate regular ongoing conversations with employees.
Explore CUPA-HR resources on career development.
Closing the Flexibility Gap
Employees continue to experience a mismatch between their desired and actual work arrangements. More than half of employees (61%) say they prefer hybrid or remote work options, but only 28% currently work in either a hybrid or remote environment. In 2025, 62% of employees agreed that most of their duties could be performed remotely, suggesting that many campus roles could support more flexible arrangements.
When it comes to flexible work, a persistent gap exists between what employees want and what institutions provide. Improve satisfaction by providing more flexible scheduling, clarifying eligibility for remote or hybrid arrangements, and piloting small but meaningful schedule changes, such as summer hours or one remote day per week.
Explore the Flexible Work Toolkit.
Caregiving Policies Are Retention Policies
Benefits remain one of the strongest tools institutions have for attracting employees to higher ed — and for keeping them. Core benefits like health insurance and retirement continue to earn high marks in employee satisfaction, but satisfaction with family support benefits lags behind, with 19% of employees dissatisfied with childcare and eldercare benefits and 12% dissatisfied with parental leave policies.
An added challenge is that employee experiences with benefits are not uniform. For example, women reported they were more satisfied than men with tuition and health insurance benefits, but were less satisfied with schedule flexibility, remote work policies, and childcare and eldercare benefits.
Higher ed leaders can strengthen retention by ensuring that parental and caregiver policies are clear, easy to use and support all employees. Examples include providing a straightforward FAQ, piloting backup-care stipends and creating phased return-to-work programs. Just as important is training supervisors to plan for coverage when employees take leave, so that staff feel supported rather than penalized.
Read The CUPA-HR 2025 Higher Education Employee Retention Survey. And, for data on benefits, policies, workplace culture and more, explore CUPA-HR’s BEES Survey.
Read our full research disclaimer and terms of use.