[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"doc-seo-583786-105":3,"detail-sidebar-cat-0-en-105":81,"doc-detail-583786-en":130},{"code":4,"msg":5,"data":6},0,"ok",{"site_id":7,"language":8,"slug":9,"title":10,"keywords":11,"description":12,"schema_data":13,"social_meta":74,"head_meta":76,"extra_data":78,"updated_unix":80},105,"en","cupa-hr-2022-higher-education-employee-retention-survey-focus-on-supervisors-january-2023","CUPA-HR 2022 Higher Education Employee Retention Survey - Focus on Supervisors - January 2023","","CUPA-HR 2022 survey examines retention challenges for supervisors in higher education, including their likelihood of seeking new employment, key stressors and working environments, and supervisor-specific job aspects tied to staying. Using responses from 3,815 administrators, professionals, and non-exempt staff, the report compares area supervisors, other supervisors, and non-supervisors. 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Turnover in any role can impact an institution due to loss of talent, institutional knowledge, and team or interdepartmental rapport. However, turnover in a supervisor role has more far-reaching implications. Supervisor turnover also impacts direct reports, who must adjust to a new supervisor and may need to adapt to new team priorities and vision. Loss of supervisors also equates to a loss of leaders who are key to succession plans. In short, the loss of supervisors impacts not only the current reality of a team or department, but also may shift an institution’s direction.  \nTo better understand supervisor retention, this report explores supervisors’likelihood of looking for new employment, their current challenges and working environments, and which job aspects specific to supervisors are associated with their retention. Findings will be presented from CUPA-HR’s 2022 Higher Education Employee Retention Survey on supervisors in higher ed roles (administrators, professionals, and non-exempt staff) . 1 For key findingsand recommendations on retaining higher ed employees in general, see our initial report.2  \nThis report will focus on the following topics:  \n• Percentage of supervisors who will likely look for other employment opportunities in the near future  \n• Supervisor work performed beyond normal hours and duties  \n• Training and support for supervisors  \n• Power for supervisors to advocate for their staff  \n• Current challenges for supervisors Comparisons by supervisor type are made throughout.  \nRespondents  \nThis report analyzes data from the 3,815 higher ed administrators, professionals, and non-exempt staff, most (57%) of whom were supervisors, who responded to CUPA-HR’s 2022 Higher Education Employee Retention Survey.  \nA key distinction throughout this report is supervisor status, which is broken into three groups (Figure 1) .“Area supervisors” refer to those supervisors who are the top-most leaders in their department, units, or areas (self-  \n1 Survey responses were collected from May 2 to May 20, 2022. Thank you to AACRAO, ACHA, ACPA, ACUHO-I, ACUI, CHEMA, EDUCAUSE, NACUBO, NASFAA, NCCI and their members for partnering with us in distributing the survey. We also thank the higher ed employees who provided responses to the survey.  \n2 Bichsel, J., Fuesting, M., Schneider, J., & Tubbs, D. (2022) . The CUPA-HR 2022 Higher Education Employee Retention Survey: Initial Results. CUPA-HR.  \nidentified in the survey; 26% of respondents) . Area supervisors had a median of four direct reports.“Other supervisors” are those who self-identified as having at least one direct report but were not the top-most leader in their department (31% of respondents) . Other supervisors had a median of three direct reports. Lastly,“non-supervisors” are those employees who have no direct reports (43% of respondents) . In this report, we will use the term“supervisor” to describe findings that collapse across both area supervisorsand other supervisors.  \nFigure 1. Respondents by Supervisor Status  \nMost of the supervisors in the sample were White women (61%) or White men (22%), followed by Black women (5%) and Hispanic women (3%) (see Figure 2) .3  \n3 The remainder of this section focuses on supervisor respondent demographics only; for demographics and details of the overall sample, see Bichsel et al. (2022) .  \nFigure 2. Gender and Race/Ethnicity of Supervisor Respondents  \nSupervisors represented a variety of departments/areas (Figure 3) . The largest proportion of supervisor respondents worked in human resources (26%), followed by student affairs (25%) . The relative proportions of departments/areas are similar among area supervisors and other supervisors. All analyses in this report collapse across department/area.  \nFigure 3. Departments/","cbCaioNrkGhNOubA","https://ap.wps.com/l/cbCaioNrkGhNOubA","pdf",635948,"English","# Introduction\n## Purpose and report topics\n# Respondents\n## Supervisor status groups\n## Demographics and departments/areas\n# Nearly Two in Five Supervisors Will Look for Other Employment in the Near Future\n## Likelihood within 12 months\n## Reasons for seeking other employment\n# Most Supervisors Work Long Hours","[{\"question\":\"What does the report aim to understand about supervisor retention?\",\"answer\":\"The report examines supervisors’ likelihood of seeking new employment, their current challenges and working environments, and which job aspects specific to supervisors relate to retention.\"},{\"question\":\"How is “supervisor” defined in the report?\",\"answer\":\"Supervisor status is divided into area supervisors, other supervisors (with direct reports but not top-most leaders), and non-supervisors (no direct reports). Analyses often collapse across area and other supervisors when using the term “supervisor.”\"},{\"question\":\"What share of supervisors are likely to look for other employment soon?\",\"answer\":\"Thirty-six percent of supervisors reported they are likely or very likely to look for other employment in the next 12 months, and likelihood does not significantly vary by supervisor status.\"}]","CUPA-HR 2022 Higher Education Employee Retention Survey - Focus on Supervisors - January 2023 | PDF",1792048411,48]