Career Growth & Leadership
Should They Stay or Should They Go: Actionable Tips for Retaining Research Administrators
In a competitive job market, retaining high-quality employees is essential for institutional success. While traditional perks like raises are welcome, organizations that prioritize the well-being of their employees benefit from increased morale, reduced turnover, and a more positive workplace culture. Many organizations overlook the value of low-cost or free wellness and recognition initiatives. These initiatives not only boost morale but also create a sense of community and belonging, which are critical for long-term retention. By implementing thoughtful and well-designed programs that focus on opportunities for wellness, flexibility in scheduling, and recognition, institutions can foster a positive workplace culture that enhances both employee satisfaction and overall organizational success.
Leverage Existing Resources
Wellness programs don’t have to strain the budget to make an impact. Employers can organize walking or meditation groups during lunch breaks, host virtual fitness challenges, or participate in recreational or intramural leagues to encourage teamwork and healthy lifestyles. Offering access to mental health resources, such as free meditation apps, stress management talks, or financial literacy programs can help employees manage daily stressors. Your institution may even have subject matter experts who are willing to share or record this information for little to no cost.
Flex Schedules and Work-Life Balance
A choice of scheduling options, such as remote workdays, flexible work hours or compressed work weeks, can significantly enhance employees' work-life balance without any additional costs. Encouraging employees to fully disconnect from work during non-working hours fosters a culture of respect. It could be as simple as encouraging employees to add a note at the bottom of their email signatures that says messages received during non-work hours will be promptly answered during work hours. This has become so common that even Apps automatically tag or activate non-work hours in calendars, phones, and other electronic media. These efforts show employees that their health and personal lives matter, which can reduce burnout and increase job satisfaction.
Recognize Good Work
Recognition initiatives are equally powerful and often cost little to implement. A simple but impactful strategy is establishing a "kudos board," where employees can publicly recognize their peers for achievements and show gratitude for helpful acts. Words of appreciation or recognition certificates can reinforce a culture of acknowledgment without straining the budget. Highlighting work milestones, certifications, and publications further reinforce a culture of achievement and professional fulfillment. Consider awarding gift cards for the coffee shop, meal passes to campus eateries, or tickets for cultural or athletic events on campus as rewards or to celebrate a job well done. These small gestures of appreciation go a long way in building a motivated, engaged workforce that’s eager to stay and support each other.
Yes, it is a competitive job market, and yes, people can be motivated by salaries and pay increases. But people can also be motivated and driven by a whole host of other things including, as mentioned, a positive workplace culture. Feeling like one belongs to a research community, wanting to connect with workplace colleagues, engaging in simple, fun activities “at work,” and being recognized for good performance can increase morale, reduce turnover, and create a positive workplace atmosphere. Whether virtual or in person, employees spend an overwhelming amount of their time at work.
By leveraging existing resources, giving employees choice through flex schedules, honoring work life balance, and recognizing good work when it happens, institutions can create and foster a positive workplace culture that enhances employee satisfaction, increases overall organizational success, and retains talented employees in competitive labor markets. With thoughtful action, a little effort, and minimal impact to strained budgets, yes, research administrators will stay!