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The hidden ace in your staff retention strategy.
Ask most higher ed leaders whether professional development matters to their faculty and staff, and they’ll say yes without hesitation. Ask whether their people know what’s actually available to them, however, and the conversation gets quieter.
That’s the gap surfaced by our 2025 Professional Development Survey. Currently, 84.9% of employees express moderate to high interest in leadership development—up from 75% in 2023. That’s a significant and growing mandate. But 20% of employees don’t know whether their institution even has a leadership development program, and an additional 5.4% know a program exists but believe it isn’t available to them.
This isn’t a minor communication problem. In an environment where retention is a daily concern, a gap between what’s available and what people can find is a real risk.
Academic Impressions has conducted this survey biennially since 2015. One finding has held steady throughout: that leaders who actively support employee development drive satisfaction. And satisfaction drives retention. To your faculty and staff, professional development signals that the institution is invested in their growth. That signal builds loyalty and commitment to the mission.
From Silence to Shared Purpose
Closing this gap requires more than an HR announcement. It requires a shift in how you frame development as a leader—from something extra to something integral to the work.
A few approaches that tend to work:
Make it personal and relevant: Rather than sending blanket announcements, connect specific opportunities to each person’s individual goals. Ask, “What are some things you’d like to accomplish over the next six to twelve months?” and “What education or training do you think would help?” This turns a program catalog into a conversation.
Build regular touchpoints: Professional development doesn’t need its own agenda item. Start with lighter questions in your one-on-ones: “What’s exciting you about the work right now?” or “What would you like to be doing more of?” These naturally open the door to growth conversations.
Use multiple channels thoughtfully: Combine personal conversations with visible reminders. These might include a monthly development spotlight in a team meeting, a shared resource board, or a brief mention when an opportunity aligns with a current project in which all can participate.
One thing worth remembering: Even employees who want this kind of development may not know how to ask for it. Creating an environment where growth is openly discussed gives people permission to advocate for themselves.
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