Navigating change in HE: insights for professional services managers

Changes in HE  

The landscape of HE institutions in the UK have changed dramatically in the past 25 years. There has been a focus in improving student services that has led to a centralisation of services and also to an increase of professional services. 

More recently, with the introduction of regulatory conditions and their requirements, we have seen universities having to reinvent themselves to remain competitive in a growing market of HE providers. Professional services staff have thus seen their roles and responsibilities change over the years and they are expected to be larger in number and have a more varied skillset. 

Throughout the last 10 years, I have witnessed many colleagues having to adapt to what was expected of them while others decided to leave their posts. In my view, to truly thrive in the sector, professional services staff must be adaptable, resilient and solution-focused. 

The profile of the professional services staff member 

Sadly, despite the critical role that professional services play in the strategic and operational success of universities, there is surprisingly little research on the topic. Fortunately, Advance HE maintains a thoughtful balance in offering training and resources for both academic and professional staff. 

So what do successful universities need from professional staff today? 

In my opinion, the ideal candidate blends hard and soft skills. Technically, they should be IT-savvy, quick to learn and well-versed in academic regulations and external requirements. 

Equally vital are soft skills, ie adaptability, communication, problem-solving and teamwork. For those moving into leadership, empathy, self-awareness and the ability to inspire and support others are key to helping both teams and institutions thrive. 

Turnover, tenure and team dynamics in professional services 

Having managed staff in UK HE for over a decade, I have seen a wide range of individuals succeed, progressing to new challenges within the institution or beyond. Some, however, left quickly, finding the fast pace overwhelming, feeling unable to make an impact or fully make use their creativity. Others stayed but struggled with constant change, ultimately harming their wellbeing as well as hindering their managers' ability to distribute workloads equitably and maintain consistent expectations across the team. 

Personally, I think most professional services staff stay in a role one to three years. Beyond that, few stay while others move to the next challenge. If the timing and circumstances align, you may have internal promotions or newly created roles, allowing you to keep them on your team for a longer time. However, such chances are rare. 

Practical strategies I have used 

In your capacity as manager, it is important to take the time to get to know your direct reports.  

During recruitment: 

• provide a clear job description and explain the role thoroughly during interviews, especially if the description can’t be changed.
• invite shortlisted candidates to visit the institution; it helps them assess if they fit with the team and environment. 

At induction: 

• offer a detailed, honest induction to ensure mutual understanding of the role from day one. 

While in the role: 

• conduct candid yet supportive one-on-one meetings to identify employees' weaknesses and provide the necessary support to help them improve. 
• try to ensure these discussions are a two-way conversation, allowing employees to share feedback with you as well. 
• at the same time, recognise their strengths and guide them in further developing those skills. This balanced approach fosters growth while keeping employees engaged in their roles. 
• use job crafting as it enables employees to redesign their jobs in ways that foster satisfaction, engagement, resilience and overall success. It might seem challenging, but with creativity, it is possible, and the rewards are significant.
• foster collaboration and integrate technology as key strategies for creating effective university workplaces attracting diverse talent. These strategies are within your reach and can have a lasting impact on your team’s success. 

Opportunities 

Higher education jobs for professional services offer career development opportunities, competitive salaries, generous holiday packages, flexible working and other benefits, such as pensions and maternity/paternity allowances. 

On a personal level, these roles are incredibly fulfilling. You could be working at an institution that focuses on widening participation, providing access to education for individuals who might otherwise be unable to study, or supporting academic staff conducting groundbreaking research with the potential to make history. 

As a manager, you can leverage these unique aspects to retain talent, for a time. But change is inevitable. People will move on, and you will face the familiar cycle of recruiting, training and eventually, letting them go. It is all part of the dynamic nature of working in higher education. 

Yet, each phase brings opportunities to grow, adapt and become stronger, not just as a manager, but as a team. And thankfully, we have Advance HE and their programmes, especially Aurora, the leadership development initiative for women in HE, to guide and empower us along the way. 

Since completing Aurora, Laura Figueres secured a more senior role at the University of West London as Deputy Head of Academic Administration. She is passionate about education and the pivotal role professional services play in enhancing the student experience.