The Power of Mentorship in Addressing Recruitment and Retention in Higher Ed

The Great Resignation occurred between 2021-2023, and during that time, more than half of survey respondents said they were likely to look for other employment within the next 12 months. For colleges and universities looking to boost employee retention and forestall further mass resignations, simple initiatives like mentorship programs have great potential to bring more than a few benefits to light. 

From the underlying issues of resignations to how mentorship can effectively address recruitment and retention, implementing such programs can be done through tailored, innovative approaches.

Understanding the Great Resignation

When aiming to address the Great Resignation within the higher education industry, it’s imperative to first understand the reasons behind why employees were leaving in droves. A 2022 Higher Ed Dive article delved into the National Association of College and University Business Officers’ annual meeting, where “many conversations and session after session touched on attracting and keeping employees to ensure smooth operations and bolster colleges’ bottom lines.”
The reasons for higher education employees leaving vary greatly, but the report indicated burnout, low compensation, and a lack of working options (hybrid or remote working, for instance) were among the top factors. However, other reasons included personal matters and even challenges surrounding the current working environment, such as feeling disrespected at work.

Exploring the Power of Mentorship Programs

Generally speaking, 76% of employees think that mentorship is important. However, only 37% of employees have a mentor. A 2023 Forbes article defined mentorship as “a dynamic relationship where a more experienced employee provides guidance, support and knowledge to a less experienced employee.” 

In the realm of higher education, mentorships can provide a variety of benefits. For example, an experienced employee can pair with someone new to the job to create an open communication line and allow for much-needed support and conflict resolution right from the start. Mentorships can also create meaningful conversations regarding the job and boost productivity. 

During recruitment, efforts that aim to secure top talent within the industry are taken to the next level when mentorship programs are present. New hires in higher education can benefit greatly by having a support system to fall back on while navigating a new working environment and the opportunity to share concerns and ask questions over time. 

This can be particularly attractive to those who have never worked in higher education before or who are still new to their career, effectively providing the unique opportunity to gain valuable insight and guidance on the position from a seasoned individual. 

It’s imperative to note that the value of mentorship can go both ways. According to one UC Davis HR post, mentees “have an opportunity to gain practical knowledge and insight from a seasoned employee who has achieved a level of expertise they aspire to attain.” 

Mentors, on the other hand, can expand their professional knowledge and skills at the same time. The organization “has the opportunity to develop further and disseminate the wealth of talent, skill and knowledge of its employees.” 

Regarding the powerful impact of mentorship in the workplace, one case study at Randstad found that employees who participated in mentoring programs were 49% less likely to leave. The same study noted that these programs saved the company $3,000 per participant per year.

The Value in Choosing an Innovative Avenue

When approaching the implementation of a successful mentorship program, it’s imperative to account for the number of options available. Pairing up individuals in the same role with different experience levels is a typical way to implement mentorships. 

However, other options, such as pairing student employees with senior employees, are worth considering, too. Depending on the overarching goal of a mentorship program, innovative options can serve as effective avenues to keep in mind. In situations where one-on-one mentorship isn’t practical, for instance, peer group mentoring can serve as a great solution. 

Peer group mentoring can present as an innovative approach among academic professionals such as professors, teaching assistants (TAs) and even on-campus tutors. Often, for staff in these roles, one-on-one mentoring can be challenging due to the nature of such positions. As such, group mentoring can serve as a role-specific network of support for every individual involved, rather than just new hires. 

Personal tutors, for example, typically rely on proper qualifications and a solid reputation. Although many are hired for their knowledge, basics such as a clean criminal record and professionalism are essential aspects of the job. As tutoring is generally a one-on-one service, peer mentoring can serve as an integral way for tutors to learn from one another regarding their experiences. Peer mentoring can also bring academic professionals together when it comes to creating a go-to network for support, asking questions, and sharing resources, thus further underlining the value.

Key Takeaways

When implementing a mentorship program successfully, integrating factors contributing to the Great Resignation can be a valuable consideration when looking to elevate a mentorship program while boosting retention. Catering to what many desire in an ideal workplace, such as the desire for remote or hybrid work options, is one great opportunity for this. 

Although it has been noted that most are not looking for entirely remote work, flexible options provide a compromise worth considering. “Mostly what they’re looking for is a hybrid environment where they can work from home one or two days a week or they can have some flexibility in their schedules,” said Jackie Bichsel, the director of research for the CUPA-HR. Whether integrated into the mentorship program directly (in the form of occasional video chat meetings for mentors, entirely virtual mentorships, etc.) or introduced as an employment option on its own alongside new initiatives like a mentorship program. 

By proactively addressing the factors that led to the Great Resignation among professionals in higher education, mentorship programs can boost recruitment and retention. Innovative approaches — such as the consideration of peer mentoring or the introduction of hybrid working models — can further elevate such initiatives while working to address underlying issues effectively.