Let’s be honest: If you’re not actively talking about ways to assess and improve your staff's experience, you're already playing catch-up. Trust me on this. Your staff is talking, whether you're involved or not. And their conversations? They’re not always the easiest to hear. They're asking big questions like, "What am I getting out of this job?" and "What do I want to do next—here or somewhere else?"
Sounds intense, right? It is. And the data backs it up. According to a recent article that really prompted me to lean into writing this blog—Here’s What to Know About Turnover Risks in Higher Ed’s Workforce—16 percent of staff members and administrators are more likely to pose a turnover risk in the next two years. Benefits, work-life balance, and a positive culture were top priorities for at-risk employees, with staff ranking each in their top three.
If you’re serious about improving workplace culture, you have to engage in these conversations, even when they’re uncomfortable. Sure, it might sting a bit to hear things aren’t as peachy as you’d like them to be. But feedback, especially the tough kind, gives you what I call the real real you need to make meaningful change.
The Role of a Designated Person
This is where having a designated person to lead staff experience efforts becomes critical. Every organization is unique in its structure, size, and needs—but one constant across the board is that someone needs to own this work. Trying to throw these responsibilities onto someone who already has a full plate? Not the best idea. They won’t have the bandwidth to really dig in and provide the attention needed to move the needle.
At FSU, within the Division of Student Affairs, I’ve had the privilege of being that person for the past two years. My role has been to facilitate conversations, identify opportunities for growth, and make sure we don’t just talk about improving staff experience but actually do it. And let me tell you, while I lead the charge, none of this happens without the support of my colleagues. Support is the secret sauce to making these initiatives come to life.
What’s Worked for Us at FSU
In my time leading staff experience efforts, we’ve made some strides that I’m proud of. Here are a few things that have helped move the needle:
1. Recognition and Appreciation: Formalizing our recognition process has been a game changer. We created an intentional system to acknowledge staff contributions, big and small. One of the standout additions? The Employee of the Month championship belt. It’s fun and a fantastic way to boost camaraderie. Plus, who doesn’t want to walk around the office feeling like a WWE, or what I grew up on WWF, star?
2. Listening Sessions: These have been invaluable. Sometimes, people just want to feel heard. By holding listening sessions, it’s a space for staff to share their experiences, vent, and offer suggestions. It’s amazing what happens when people feel like their voice matters.
3. Department Visits: My regular check-ins with different departments have provided insight that I wouldn’t have gotten otherwise. It’s one thing to get feedback via email surveys, but nothing beats face-to-face conversations when it comes to understanding the challenges and successes people are experiencing in real-time.
4. Professional Development Overhaul: We assessed and revamped our internal professional development opportunities to ensure they actually serve our staff’s growth. We’ve made learning and career advancement more accessible by tailoring programs to what people actually want and need. Rocket Science, right?
5. Social and Interest Groups: Here’s where the magic of community happens. We initiated staff-led social and interest groups, allowing people to connect with their peers in meaningful ways beyond their normal work. Whether it’s a book club, a walking group, or a hobby circle, these spaces are staff-driven, and they’ve been an excellent way to build connections and foster a sense of belonging.
The Power of Support
Now, while I provide the leadership and direction for these initiatives, the reality is that none of this would have the impact it does without the support of others. From staff participating in and leading the groups to leadership backing new ideas, the collective effort is what makes these programs work. If you're considering designating someone to focus on staff experience, make sure they have the backing they need. Support is arguably the most important factor in success.
Tailor to Your Organization’s Needs
One last thing to keep in mind: Every organization is different. What works for us at FSU might not be a perfect fit for you. Different structures, sizes, and cultures mean different needs. That’s okay. The key is to assess where you are and what your staff actually needs. And please—don’t just pile this responsibility onto someone who’s already juggling a thousand other tasks. Dedicate time, energy, and resources to it, or else it just won’t stick.
Ready to Get Started?
If you’re serious about improving your staff’s experience, it’s time to start asking the tough questions, listening to the feedback (even when it stings), and making the changes that matter. Having a designated person to guide these efforts is essential—someone who can facilitate conversations, represent staff interests, and ensure leadership stays in the loop. It’s a big responsibility, but trust me, it’s worth it.
I’m proud to hold that role in my division at FSU. Representing both the people and leadership is a privilege. Over the years, I’ve also had the opportunity to present on this topic at conferences, work directly with organizations, and have discussions with leadership at multiple institutions. I’ve even helped colleagues with proposals and position descriptions to create similar roles at their organizations. If you’re thinking about starting this journey in your own organization, know that with the right support and the right mindset, you can make a real difference. Don’t wait until it’s too late—start now.
Reference:
Zahneis, M. (2024, September 25). Here’s what to know about turnover risks in higher ed’s work force. The Chronicle of Higher Education. Washington, DC: Chronicle of Higher Education.
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